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"Direction," "Destination," and "Decisions" are the outcomes of strategic planning, a process used to formulate strategy by helping leaders and employees to define their organization's path, their desired future, and the actions required to move forward. This work presents a series of illustrations, cases, and "lessons learned" from strategy formation and strategic planning experiences in private and public organizations.

Each topic begins with a concise lesson learned, followed by the rationale, and a real-life illustration in a public or private organization. The reasons for assessing current strengths and weaknesses are explained along with competitor analysis, planner roles, vision development, strategic options, and progress reviews. Over one hundred illustrations and cases are featured with links to web sites to give the reader an opportunity to understand how these concepts are put into practice. The reader-friendly design and format enables executives, managers, and students to use the materials for continuous assessment and improvement of their own organizations.

Tabla de contenidos provista por Syndetics

• Preface(p. ix)
• Strategic Planning: Why & What & How: An Introduction(p. 1)
• Part 1 Lessons of Purpose & Philosophy & Concept(p. 23)
• 1 Future Shock(p. 24)
• 2 Doors to the Future(p. 25)
• 3 Leadership(p. 26)
• 4 Importance Recognized(p. 27)
• 5 Focus on Past(p. 28)
• 6 Mandates and Constraints(p. 29)
• 7 Incremental vs. Strategic Change(p. 30)
• 8 To Create or Control(p. 32)
• 9 Goals not Chosen(p. 33)
• 10 Uncertainty(p. 34)
• 11 Excitement(p. 35)
• Cases
• Case 1 Anesthesia Department-Academic Medical Center(p. 37)
• Case 2 Amtrak(p. 38)
• Case 3 Henry Ford Hospital(p. 39)
• Case 4 Marriott(p. 40)
• Case 5 FEMA(p. 41)
• Case 6 Dickinson School of Law(p. 41)
• Case 7 Paris(p. 42)
• Case 8 NASA(p. 43)
• Case 9 Olive Garden(p. 44)
• Case 10 Pennsylvania Liquor Control Board(p. 45)
• Part 2 Lessons of Design and Methods(p. 47)
• Planning System Design(p. 48)
• 12 Plan to Plan(p. 48)
• 13 Systems Thinking(p. 49)
• 14 Fit with Culture(p. 51)
• 15 Formality(p. 53)
• 16 Top Down and Bottom Up(p. 54)
• 17 CEO Involvement(p. 55)
• 18 Boss is Present(p. 56)
• 19 CEO Responsibility(p. 58)
• 20 Planner Identified(p. 59)
• 21 Planner Role(p. 60)
• 22 Planner Orientation(p. 62)
• 23 Planner's Authority(p. 62)
• 24 Planning Committee(p. 64)
• 25 Consultants(p. 66)
• 26 Number of Participants(p. 67)
• 27 Participants' Roles(p. 68)
• 28 Location(p. 69)
• 29 Quantitative Orientation(p. 70)
• 30 Qualitative Orientation(p. 72)
• 31 Computers(p. 74)
• 32 Time Frame(p. 76)
• 33 Paper versus Process Product(p. 78)
• 34 Facilitator(p. 79)
• 35 Costs(p. 80)
• 36 Simplicity(p. 82)
• Techniques(p. 84)
• 37 Steps Defined(p. 85)
• 38 Focus Groups(p. 87)
• 39 Participation Designs(p. 88)
• 40 Threats(p. 89)
• 41 Opportunities(p. 91)
• 42 Stakeholder Mapping(p. 92)
• 43 Brainstorming(p. 94)
• 44 Issues Analysis(p. 96)
• 45 Strengths(p. 97)
• 46 Weaknesses(p. 99)
• 47 Visioning(p. 101)
• 48 Mission Swamp(p. 104)
• 49 Scenarios at Work(p. 107)
• Strategies & Programs(p. 108)
• 50 Strategy(p. 108)
• 51 Rationalists are Mapping(p. 110)
• 52 Strategic Choices(p. 111)
• 53 Collaboration and Competition(p. 112)
• 54 Programs(p. 113)
• 55 Finances(p. 115)
• 56 Budget(p. 117)
• 57 Responsibilities(p. 118)
• 58 Resources(p. 119)
• 59 Unexpected Externals(p. 120)
• Cases
• Case 11 First Trinity Lutheran Church(p. 122)
• Case 12 Pennsylvania Capitol Police Force(p. 123)
• Case 13 State Museum of Pennsylvania(p. 123)
• Case 14 Southwest Airlines(p. 124)
• Case 15 Wachovia Bank(p. 125)
• Case 16 Universities and Colleges(p. 126)
• Case 17 National Energy Plan(p. 127)
• Case 18 Central Dauphin School District(p. 128)
• Case 19 American Red Cross(p. 129)
• Part 3 Lessons of Progress, Outcomes & Benefits(p. 131)
• 60 Progress Assessment(p. 133)
• 61 Delayed Inspiration(p. 133)
• 62 Plan Length(p. 134)
• 63 Organization Learning Uncovered(p. 135)
• 64 Plan Privacy-Fear or Fearless(p. 136)
• 65 Education(p. 137)
• 66 Risk(p. 138)
• 67 Change Resistance(p. 140)
• 68 Benefits(p. 141)
• 69 Management Effectiveness(p. 143)
• 70 Change All Over(p. 144)
• 71 All Conflicts Solved(p. 146)
• 72 Action(p. 148)
• 73 Operational Usefulness(p. 150)
• 74 Trial and Error(p. 151)
• 75 Continuity(p. 152)
• 76 Post Action Reviews(p. 154)
• 77 Demonstrating Benefits(p. 155)
• 78 Periodic Progress Review Process(p. 156)
• 79 Full Spectrum Report Cards(p. 157)
• 80 Call For More(p. 158)
• Cases
• Case 20 Harrisburg International Airport(p. 160)
• Case 21 West Shore Library(p. 161)
• Case 22 Philadelphia Public Housing(p. 161)
• Case 23 American Hospital Association(p. 162)
• Case 24 University Bookstore(p. 163)
• Case 25 Google(p. 164)
• Case 26 National Geographic(p. 165)
• Case 27 Council of Science Editors(p. 166)
• Case 28 Smithsonian(p. 167)
• Case 29 Walnut Hill Long Term Care(p. 167)
• Case 30 United Nations(p. 169)
• Case 31 World Bank(p. 170)
• Case 32 Country Plans: European Union, USA(p. 171)
• Epilogue(p. 172)
• Appendices
• A General Model of Strategy Planning and Formation(p. 173)
• B Vision Building Questions(p. 174)
• C Consultant Roles(p. 175)
• D Recommended Books on Strategic Planning(p. 176)
• E Recommended Selected Articles(p. 177)
• Index(p. 180)
• About the Author(p. 183)

Notas de autor provistas por Syndetics

James T. Ziegenfuss, Jr., Ph.D. (Wharton School of Business-University of Pennsylvania) is Professor of Management & Health Care Systems in the Graduate Programs in Health & Public Administration, School of Public Affairs, Pennsylvania State University