How Business Realignment Works:
We realign your people, processes, and purpose so you are in a position to take advantage of emergent opportunities, which could well be missed with traditional planning methodology.
Operationalize the Strategic Plan:
A strategic plan cannot foresee all the changes in the market in the next month, let alone the next three to five years. This is where the Emergent Planning Process comes into play. Our realignment fills in for the shortfalls of the old system:
Step one: We work with the CEO and/or board to create a half page business purpose.
Emergent planning calls for a half page business plan. That’s right! The CEO’s job is to paint a picture of where the company should be. President Kennedy said he wanted to go to the moon and then asked his people to figure out how to get there. He did not outline how to get there. The half page business plan gives the vision for the completed job. It is up to the employees, managers and key staff to keep the end game in mind when making decisions. Nordstrom and the Ritz Carlton, both, have value statements that empower their employees and processes. Everyone knows what the big goal is.
Step Two: Give the key staff a 360 Survey to insure that the people can improve their performance and be more flexible.
How many times have you, as a manager, heard the statement, “It is not my job.” or, “That is not the way we do it here.” Some employees and managers are fearful of change and will resist. If a firm is going to move forward in today’s markets, it must be flexible. Without the ability to change a firm will die! The 360 process is the first step in bringing down the barrier to change.
Step Three: Administer a Management Improvement Survey to find gaps in processes, communications, and procedures.
Dysfunction in any of these areas will keep you from adapting to emergent opportunities. Many times it’s the little things that stand in the way.
Step four: Analyze the gaps and assign corrective action with accountability.
Accountability for goals is a continual action by everyone. Without personal commitment to the accomplishment of tasks, things do not get done. When employees and mangers are accountable to each other and to the half page long-term goal, the organization establishes a new set of core values.
Step five: Accountability follow-up:
A formal system of follow-up on goals is necessary. It exposes those managers and employees who “get the importance” of change from those who just want to leave things as they are. Employees with initiative to stay on top of changes necessary within a firm will foster an environment that flourishes in the emergent market.
This five step process will be transformational for your business. Contact us for details.
We realign your people, processes, and purpose so you are in a position to take advantage of emergent opportunities, which could well be missed with traditional planning methodology.
Operationalize the Strategic Plan:
A strategic plan cannot foresee all the changes in the market in the next month, let alone the next three to five years. This is where the Emergent Planning Process comes into play. Our realignment fills in for the shortfalls of the old system:
Step one: We work with the CEO and/or board to create a half page business purpose.
Emergent planning calls for a half page business plan. That’s right! The CEO’s job is to paint a picture of where the company should be. President Kennedy said he wanted to go to the moon and then asked his people to figure out how to get there. He did not outline how to get there. The half page business plan gives the vision for the completed job. It is up to the employees, managers and key staff to keep the end game in mind when making decisions. Nordstrom and the Ritz Carlton, both, have value statements that empower their employees and processes. Everyone knows what the big goal is.
Step Two: Give the key staff a 360 Survey to insure that the people can improve their performance and be more flexible.
How many times have you, as a manager, heard the statement, “It is not my job.” or, “That is not the way we do it here.” Some employees and managers are fearful of change and will resist. If a firm is going to move forward in today’s markets, it must be flexible. Without the ability to change a firm will die! The 360 process is the first step in bringing down the barrier to change.
Step Three: Administer a Management Improvement Survey to find gaps in processes, communications, and procedures.
Dysfunction in any of these areas will keep you from adapting to emergent opportunities. Many times it’s the little things that stand in the way.
Step four: Analyze the gaps and assign corrective action with accountability.
Accountability for goals is a continual action by everyone. Without personal commitment to the accomplishment of tasks, things do not get done. When employees and mangers are accountable to each other and to the half page long-term goal, the organization establishes a new set of core values.
Step five: Accountability follow-up:
A formal system of follow-up on goals is necessary. It exposes those managers and employees who “get the importance” of change from those who just want to leave things as they are. Employees with initiative to stay on top of changes necessary within a firm will foster an environment that flourishes in the emergent market.
This five step process will be transformational for your business. Contact us for details.