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A Systems Approach to Planning & Executing Strategy

 

 

"Plans are nothing; planning is everything."
 
¾ Dwight Eisenhower

Public-sector organizations typically have numerous stakeholders to answer to, an over-abundance of well-intentioned advice-givers, limited options for generating revenue, and little margin for error since they are expected to perform on the open-stage for all to see. These and other challenges make strategic planning especially difficult for government agencies, non-profits and public service organizations.

This intensive 1-day training programStrategy Planning and Execution for Public Organizationsconsists of three essential parts: 1) managing the strategic thinking and planning process, 2) creating a viable and compelling strategic plan, and 3) putting the plan into action. The emphasis is on strategic thinking and planning as it applies to public-sector organizations . . . taking into consideration the special challenges that such organizations face, their dependence on public trust, and a "bottom-line" that is predicated on making an impact on society, rather than making a profit for investors. Because of these and other factors, public organizations require more from strategic planning than the traditional SWOT framework can deliver. At the end of the day you will have a framework for the plan and a set of guiding principles for the strategic planning process from conception to implementation.

– Topical Outline – 

  • The power and importance of an idealized strategy―the all-important outlook-vantage point
  • The value of strategic planning in public organizations—intrinsic and extrinsic benefits
  • The mind of a strategist—what research tells us about how strategic thinkers think and make decisions
  • The relationship between systems thinking and strategic thinking
  • Roles and expectations of the strategy-planning team
  • The DIKW hierarchy and how it influences strategic outlook
  • Recognizing and avoiding analysis paralysis
  • The problem with benchmarks
  • When is it safe to trust intuition?
  • Strategic planning in public organizations—selecting an organizing principle for the plan
  • The strategic planning process—laying out an action plan to guide the process
  • Tips and techniques for securing buy-in and engaging others in the process
  • Opportunity discovery—putting tools, techniques, and best practices to work
  • Weighting schemes and selection criteria—trade-offs to consider
  • Devising alternative scenarios that anticipate uncertainties and possible futures
  • Estimating the ROI of public-sector projects and initiatives
  • Establishing priorities and evaluating tradeoffs objectively
  • Avoiding groupthink, mental anchors, confirmation bias, and other decision errors
  • Identifying and assessing risks
  • Agreeing on the 3-S framework for the plan—substance, style, and structure
  • Putting it all together—drafting, reviewing, and refining the plan
  • Formulating a strategy-communication and execution plan
  • Tracking and controlling the execution of the plan
  • Modifying the plan to accommodate current realities and changing priorities
  • Strategic planning toolkit (a CD-ROM with helpful files, issued to each participant)
 

This course was designed and is instructed by the author of the book . . .

Since public organizations vary widely in their missions, opportunities, and challenges, this program will be tailored to deal with strategic thinking and planning issues that pertain to a particular client.

Duration: 1-day.

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© Roberts & Roberts Associates • Plano, TX • 972.596.2956www.R2assoc.com