Applied Strategic Planning Consultant's

Applied Strategic Planning: The Consultant's Toolkit is a powerful aid to consultants, facilitators and change agents engaged in implementing strategic planning with organizational- and executive-planning teams. This revised edition of the best-selling toolkit incorporates the most recent theory and research into strategic planning, as well as advances in the ASP model since the first edition was published. The kit includes all the materials required to guide the planning team toward an effective strategic plan, and follows the proven, nine-step ASP model.

Timothy M. Nolan, Ph.D. is President of Innovative Outcomes, Inc. as well as Executive Director of The Academy for Consulting Excellence, Inc., The Center for Leadership Excellence, Inc. and the National Centers for Learning Excellence, Inc. in Milwaukee, Wisconsin. He is author or co-author of 34 books.

Leonard D. Goodstein, Ph.D., is a consulting psychologist located in Washington, D.C. He is the former CEO and Executive Vice President of the American Psychological Association, the world's largest membership association of psychologists. Since retiring from the APA, he has been an active consultant, researcher, and author, with over 20 published books.

Jeanette Goodstein, Ph.D., also of Washington, D.C., has worked primarily in the non-profit sector both in the United States and abroad. The National Institute for Mental Health on human resource development issues has been among her consulting clients and, on behalf of its National Human Resource Development Task Force on Strategic Planning, she wrote the National Mental Health HRD Strategic Plan. She also chaired the Board of International Voluntary Services, a private non-profit organization dedicated to volunteer service in developing nations.

Preface
Introduction To Applied Strategic Planning
The Applied Strategic Planning Model
Consultant to Consultant
Notes on the Activities
The Role Of The Consultant
Outcomes of Strategic Planning
How Applied Strategic Planning Is Different
Major Roles of Consultants
Knowledge and Skills
Consultant to Consultant
Notes on the Activities
Clouded Vision: The Perils of Prediction
One Thing: Identifying the Foremost Strategic Goal
Identifying Important Strategic Issues
Examining Your Consulting Style
Testing Knowledge of the Strategic Planning Process
Thinking Skills
A Variety of Thinking Skills
The Importance of Creativity
Down-Board Thinking
Critical Thinking
Synthesis as an Asset in Thinking
Focused Thinking
Framing and Reframing
Visionary Thinking
Scanning and Interpreting
Fluidity of Thinking
Intuitive Thinking
Complexity in Thinking
Strategic Thinking
Systems Thinking
Broad-View Thinking
Analytical Thinking
Meta-Cognition
Scenario Thinking, Innovation, and Strategy Creation
Final Thoughts on Thinking
Consultant to Consultant
Notes on the Activities
Introducing and Using Paradigms
Thinking Strategically
Matching Thinking Skills to Steps of the Applied Strategic Planning Process
Planning To Plan
Preliminary Contacts
Readiness for Successful Strategic Planning
First Steps
Launching the Strategic Planning Process
Establishing Norms for Work Group Behavior
Additional Issues
Implementation Is What It Is All About!
Consultant to Consultant
Notes on the Activities
Determining Organizational Readiness for Strategic Planning
Assessing Organizational Commitment to Strategic Planning
Choosing the Strategic Planning Work Group
Identifying Stakeholders
Bringing Closure to Planning to Plan
Values And Culture
Defi ntions
Identifying and Clarifying Values
Organizational Culture
Consultant to Consultant
Notes on the Activities
Examining Organizational Values
Measuring Organizational Values: An Empirical Approach
Examining the Three Tensions: Learning About How You Manage Dilemmas
Organizational Culture Questionnaire
Bringing Closure to Values and Culture
Mission Formulation
Envisioning the Future
Formulating the Mission Statement
Crafting the Mission Statement
Purposes of a Mission Statement
Content of a Mission Statement
Attributes of a Mission Statement
Comprehensive Mission Statements
Consultant to Consultant
Notes on the Activities
Creativity Session to Describe the Ideal Future
Hear All About It;: Envisioning the Future
What? Who? How? Why? The Key Components of Mission
Distinctive Competence
Evaluating Mission Statements
Bringing Closure to Mission Formulation
Strategic Business Modeling
First Steps
Outcomes Generated by Strategic Business Modeling
Consultant to Consultant
Notes on the Activities
Analyzing a Planning Case
Identifying LOBs for the Future
Identifying Required CSIs
Analyzing Strategic Thrusts Needed
Describing the Necessary Culture
Bringing Closure to Strategic Business Modeling
Performance Audit
The Scope of Performance Audit
A Useful Mind-Set
The Role of the CEO in Performance Audit
SWOT Analysis
SWOT Analysis Looking Inward
SWOT Analysis Looking Outward
Consultant to Consultant
Notes on the Activities
Planning Data Collection for SWOT Analysis
Analyzing Lines of Business
Analyzing CSIs
Organizational Systems Survey
Analyzing LOB Life Cycles
Analyzing Competition
Analyzing Risk Orientation
Bringing Closure to Performance Audit
Gap Analysis And Closure
The Outcomes Defi ne the Process
Shaping Gap Analysis and Closure
The Importance of Role Clarity
Is the Bench
Deep Enough?
Tactics for Closing the Gap
Gaps That Cannot, or Should Not, Be Closed
Notes for Next Year;
Consultant to Consultant
Notes on the Activities
Planning Gap Analysis and Closure
Selecting Future Lines of Business
Selecting the Future CSIs
Identifying the Necessary Strategic Thrusts
Identifying the Necessary Future Culture
Bringing Closure to Gap Analysis and Closure
Integrating Action Plans
Grand Strategies
Developing Business Unit/Program Operational Plans
Integrating Functional Action Plans
Resource Allocation
Consultant to Consultant
Notes on the Activities
Identifying the Primary Global Strategies
Creating Action Plans
Coordinating and Integrating Action Plans
Bringing Closure to Integrating Action Plans
Contingency Planning
The Need for Contingency Planning
A Frequently Overlooked Contingency
Criteria for Developing Contingency Plans
Developing Contingency Plans
Consultant to Consultant
Notes on the Activities
Learning to Use the Probability-Impact Planning Matrix
Developing Contingency Plans for the Entire Organization
Developing Contingency Plans for Each LOB
Bringing Closure to Contingency Planning
Implementing Your Plan
Presenting the Plan
Strategic Management
Blockages to Implementation
Some Concluding Remarks
Consultant to Consultant
Notes on the Activities
Evaluating Readiness to Implement the Strategic Plan
Unveiling the Strategic Plan
Ensuring Implementation
Bringing Closure to Implementing Your Plan
References
About the Authors
Table of Contents provided by Publisher. All Rights Reserved.

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Applied Strategic Planning Consultant's Toolkit

Summary

Author Biography

Table of Contents

Supplemental Materials