The Organizational Master Plan Handbook: A Catalyst for Performance Planning and Results

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Features

  • Discusses all the plans that should go on within an organization
  • Provides a new approach to preparing a Strategic Improvement Plan
  • Defines the purpose of each minor plan
  • Includes a visual roadmap of the Organizational Master plan process

Summary

For visionary leaders, an Organizational Master Plan and associated technologies have become essential components of strategic decision making. Written for leaders, planners, consultants, and change agents, The Organizational Master Plan Handbook: A Catalyst for Performance Planning and Results explains how to merge the four planning activities that compose the Organizational Master Plan to manage, improve, and maximize organizational efficiency and effectiveness.

Written by recognized leaders in applying Performance Improvement methodologies to business processes and entire organizations, this book defines the makeup and highlights the differences in the operating plan, strategic business plan, strategic improvement plan, and the organization’s business plan. It defines each and explains how to link them to reduce costs and cycle times. Describing how to use controllable factors as the foundation for constructing your Organizational Master Plan, it demonstrates how the plan fits into organizational alignment activities.

  • Examines all the plans that should go on within an organization and details the purpose of each
  • Unveils a novel approach for preparing a Strategic Improvement Plan
  • Lays out a well-defined roadmap of the Organizational Master Plan process

Explaining how to make the strategic planning process a part of performance plans for individuals within your organization, the text incorporates sufficient flexibility so you can adapt and revise the plans discussed according to changing business needs and marketplace opportunities. It explains how to develop a set of vision statements to define how your organization will function five years in the future as well as how to develop the strategies needed to make the required transformation a success.

Praise for the Book:

Harrington and Voehl present the most comprehensive and effective approach to optimizing an organization’s performance developed to date.
—Tang Xiaofen, President of the Shanghai Association for Quality & President of the Shanghai Academy of Quality Management

Compulsory reading for all leaders to maximize efficiency and effectiveness while navigating business in this risky global economy.
—Acn. Shan Ruprai President APQO, National Chairman Australian Organisation for Quality, and Chairman AIBI Australia

A Note from the Authors:

Organizational Master Plans are tangible and often visible statements of where the organization is now, what it should be in the future and what is required to get there. While processes for developing them vary, master plans are most successful when they represent a vision that brings together the concerns of different interest groups, and their recommendations create a ground swell of business community and political support. Good Organizational Master Plans are flexible, and have involved the business leaders and other stakeholders from the outset, giving the plan a legitimate base, and a better chance to come to fruition. While circumstances vary from place to place, the decision to develop a master plan is often determined by the need to understand the current conditions of the marketplace, to generate and build stakeholder interest and participation, to create a new and common vision for the future, and/or to develop a clear and solid set of recommendations and implementation strategy.

Susan Rademacher, executive director of the Louisville Olmsted Parks Conservancy, had this to say about the process of developing Louisville’s Organizational Master Plan:

. . .When we got started with our master plan, there were a few important things that we focused on. One was that we started with a belief in the native intelligence of this community, from 1888 forward. And we invited the public to really dream about what these parks could be, what they remembered the parks as, and we tried to change expectations in that way. Typically in the past, …the little changes that come about in parks are politically motivated to get a big bang in the short term for the next election. And … our parks were suffering from that. So when we invited the community to dream large, we changed the expectations and also changed the expectations of what the public sector was looking to do.

Table of Contents

Overview of the Problem
Organizational Plans
Terms
Parts of the Organizational Master Plan
The Organizational Alignment Cycle
Policy Deployment (Hoshin Kanri)

What’s in an Effective Planning Process?
Implementers as Planners
The Customer Is King
How to Get Customer Requirements
Focus Groups
In-Depth Interviews (IDIs)
Observational Interviews
Projective Testing
Leading-Edge Groups
Surveys
Understanding Your Customer’s Interface
Example of Customer-Focused CEO
Market Focus
Organizational Master Plan Drivers

The Organizational Master Plan
Introduction to the Organizational Master Plan
Introduction to Strategic Planning
The Organizational Master Plan
Setting Direction
Defining Expectations (Measurements)
Defining Actions
Summary

Change Management as Part of the Organizational Master Plan
Can the Organization Handle the Required Change?
Implementation History Assessment

Trend Analysis
Trend Outcomes
Trend Implementation Challenges
Major Trends Affecting the Organizational
Master Planning

The Business Planning Process
Overview
Component 1: Appraising Your Current Position
Component 2: A Strategic Vision Is the Core of Your Business Plan
Defining Strategic Vision: The Core of the Business Plan
The Role of the Quality Policy and Quality System
What Do I Need to Measure?
Designing Your Organization’s Quality System
The Business Case for Quality
Managing Your Organization’s Supply Chain
Component 3: Think Competitively throughout Your Plan
Market Segmentation
Consumer Analysis
Component 4: The Operating Plan as a Production System
Component 5: A Well-Thought-Out Financial Plan Business Plan Pitfalls
Business Plan Software: Pros and Cons
Outline of a Typical Business Plan

The Strategic Business Planning Process
Approach to Developing a Strategic Business Plan
Activity 1: Define the Strategy Scope and Time Frames
Planning Tool 1: Organizational Planning Analysis
Activity 2: Define the Assumptions
Activity 3: Review the Mission, Vision, and Value Statements
Reviewing the Mission Statement
Review the Long-Range Vision Statement
Review the Value Statement
Activity 4: Define the Short-Term Vision
Activity 5: Define Core Competencies and Capabilities
Activity 6: Risk Analysis
Activity 7: Critical Success Factors
Activity 8: Setting Objectives and Goals
Organizational Objectives
Performance Goals
Activity 9: Developing Strategies
Defining Actions
Activity 10: Develop Tactics for Each Strategy
Summary

Strategic Improvement Plan
Introduction
Strategic Business Plans versus Strategic Improvement Plans
Why Do You Need a Strategic Improvement Plan?
What Creates Your Organization’s Culture?
Planning and the Learning Organization Developing a Strategic Improvement Plan
Phase I: Assessment of the Organization
Phase II: Develop Vision Statements for Each of the KBDs
Phase III: Develop a Set of Performance Goals
Phase IV: Defining Desired Behaviors
Phase V: Preparing Three- to Five-Year Improvement Plans for Each of the Vision Statements
Assessment of Today’s Personalities
How Do You Change an Organization’s Personality?
Key Business Drivers/Controllable Factors
Preparing Key Business Driver Vision Statements
Key Change Area: Management Support/Leadership
Organized Labor Involvement
Stakeholder Involvement
Preparing the Final Vision Statements
Setting Performance Improvement Goals
Desired Behavior and Habit Patterns
Improvement Plans for Each KBD
Factors Impacting the KBD Improvement Plans
Difference between Planning and Problem Solving
Developing Individual KBD
The Strategic Improvement Plan Checklist
Making the Improvement Process Work
Summary of Strategic Improvement Plan

Developing the Strategic Plan
Combining the Strategic Business Plan and the Strategic Improvement Plans
Creating the Strategic Plan
Summary

The Annual Operating Plan
Overview
Prologue
Preparing the Annual Operating Plan
Activity 1: Define Annual Operating Plan Ground Rules and Assumptions
Assessing Your Current Position
Identification of Annual Performance Goals
Attainable Goals
Activity 2: Prepare Proposed Resource Request
Activity 3: Present Proposed Resource Request to the Annual Operating Plan Review Committee
Activity 4: Present the Resource Request and Projected Incomes to the Executive Team
Activity 5: Revise the Resource Request Based upon the Executive Team Input
Activity 6: Review and Approve the Revised Resource Request by the Executive Team
Activity 7: Present the Annual Operating Plan to the Board of Directors and Get Its Approval
Activity 8: Send Approved Related Parts of the Annual Operating Plan to Individual Departments
Activity 9: Prepare Individual Performance Plans (IPI) for the Employees
How to Develop the Annual Operating Plan for a Small Organization
Three Characteristics of an Effective Annual Operating Plan
Example of a Departmental Annual Operating
Plan Template
Summary
Epilogue

Organizational Master Plan Summary
Introduction
Talk
Training
Time
Tools
Teamwork
Traceability
Communicating the Organization’s Master Plan
Develop the Format, Content, and Plan Structure
Implementation Issues
Summing It All Up
Appendix A: Definitions and Abbreviations
Appendix B: Improvement Tools
Appendix C: Problem Analysis Cycle
Summary

Index

Author Bio(s)

Editorial Reviews

Harrington and Voehl present the most comprehensive and effective approach to optimizing an organization’s performance developed to date. It is must reading for those organizations seeking to prove maximum value to all stakeholders.
Tang Xiaofen, President of the Shanghai Association for Quality & President of the Shanghai Academy of Quality Management

Compulsory reading for all leaders looking to maximize efficiency and effectiveness while navigating business in this risky global economy.
Acn. Shan Ruprai President APQO, National Chairman Australian Organisation for Quality, and Chairman AIBI Australia