Strategic Planning & Innovation to Overcome Crisis

Dale Carnegie Training®

Strategic Planningand Innovation to Overcome Crisis

ISO-405-PD-EV-1015-V1.1

Objectives

• Interrupt the pattern

• Reverse the model

• Challenge our plans

• Thought provoke

• Engage the team

Conditioning Our Thinking

Nuclear Disaster

Exercise

Tyranny of the Urgent

UrgentImportan

t

Not Urgent

Important

Not UrgentNot

Important

UrgentNot

Important

Elements in Strategic Planning

• Vision

• Mission

• Values & Ethics

• Strategic Intent

• Core

Competencies

Strategic Intent Exercise

• Paint a vivid, clear picture

• Describe a hopeful short-term future

• Use expressions and descriptors

• Use present tense language and

ideas

• Identify realistic aspirations

• Align with vision, mission, values

SWOT/SCOT Analysis

Strengths

Weaknesses

Opportunities

Threats

SWOT Analysis

Strengths Weaknesses

ThreatsOpportunities

Blue Ocean

Blue Ocean Strategy

http://youtu.be/7SQDGBSjty4

Isolate Core Competencies

• What do we do best?

• How do we differ from our

competition?

• What is the uncontested market place

for us?

• What will get us to our strategic

intent?

Team Commitment


Manage Change

Effectively

ISO-405-PD-EV-6200-V1.1

http://youtu.be/tzlKoYLzdFo

Objectives

• Avoid the most common change management mistakes

• Understand a model for change

• Define the type of change currently occurring in the organization

• Manage ourselves and others during organizational change

8 Common Change Management Mistakes

1. Too much change in too short a timeframe

2. Lack of a long term change vision and strategy

3. Not making a convincing case for change

4. Limited individual skills

8 Common Change Management Mistakes

5. Shortage of organizational resources

6. Leadership resistance to changing roles

7. Failing to integrate and align all change initiatives

8. Poor follow through, measurement, and monitoring of change outcomes

The Change Model

Step 2: Analyze the

Situation

Step 3: Plan the Direction

Step 4: Implement the

Change

Step 5: Review the Direction

Step 6: Adopt or Adjust

Step 1: Establish a Motivationfor Change


Innovation

ISO-405-PD-EV-6003-V1.1

Today’s Business Reality

More ...

Better ...

Faster ...

http://youtu.be/NugRZGDbPFU

Change is Everywhere•A weekday edition of your local daily newspaper contains more

written information than the average person in the 17th century was likely to come across in his or her entire lifetime.

Proactive Growth & Improvement

Two key areas of focus

Breakthrough LeapsContinuous Improvement

Critical for growth

Personal & Business

Based on the past

Often not a priority

Harder to visualize

Not based on past methods or thinkingBased on the future and starts by asking: “What’s possible?”

More …

Faster …

Better of the same

Less …

—Peter F. Drucker Leader to Leader

Innovation is not being brilliant, it’s being conscientious. It’s not

looking at needs alone, but looking at need and opportunity.

The Thinking Mechanism

Green-Light Thinking Red-Light Thinking

Deferred judgement

Brainstorming

Focus on quantity

Idea fluency

Judicial

Decision making

Follows green-light

Focus on quality

The Key: Always Separate Them!

The 9-Step Innovation Process

Picturing the “Should Be” (ideal future)Visualization

Determining the “As Is”Fact finding

Green-Light thinking for ideasIdea finding

Gaining approval and supportAcceptance finding

Putting solutions into actionImplementation

Monitoring implementationFollow-up

Identifying and assessing end resultsEvaluation

Product

Service

Dept

Identifying & prioritizing Problem/OFI finding

Red-light to determine best solutionSolution finding


Visualization

Fact finding

Problem/OFI finding

Idea finding

Solution finding

Acceptance finding

Implementation

Follow-up

Evaluation

Product

Service

Dept

Create a “Should Be” picture

Time

QualityCost


Visualization

Fact finding

Problem/OFI finding

Idea finding

Solution finding

Acceptance finding

Implementation

Follow-up

Evaluation

Product

Service

Dept

Collect the facts!

Who?

What?

When?

Where?

How?Why?


Visualization

Fact finding

Problem/OFI finding

Idea finding

Solution finding

Acceptance finding

Implementation

Follow-up

Evaluation

Product

Service

Dept

Problem or Opportunity Finding

IWWCW…

“In what way can we…?”

Analyze the facts

Create a problem or opportunity statement

Identify the root cause of problems

Phrase problems using inclusive language

For opportunities ask:


Visualization

Fact finding

Problem/OFI finding

Idea finding

Solution finding

Acceptance finding

Implementation

Follow-up

Evaluation

Product

Service

Dept

Promote idea fluency

Permit no judgmental statements

Encourage quantity of ideas

Write ideas before sharing with the group


Visualization

Fact finding

Problem/OFI finding

Idea finding

Solution finding

Acceptance finding

Implementation

Follow-up

Evaluation

Product

Service

Dept

Consensus

Majority Rule

The Criteria Method


Visualization

Fact finding

Problem/OFI finding

Idea finding

Solution finding

Acceptance finding

Implementation

Follow-up

Evaluation

Product

Service

Dept

A plan to get support from decision makers, users and those who will be affected by the innovation changes


Visualization

Fact finding

Problem/OFI finding

Idea finding

Solution finding

Acceptance finding

Implementation

Follow-up

Evaluation

Product

Service

Dept

A mini-plan that describes the overall

strategies necessary to achieve the “should

be” or vision


Visualization

Fact finding

Problem/OFI finding

Idea finding

Solution finding

Acceptance finding

Implementation

Follow-up

Evaluation

Product

Service

Dept

Set up 30, 60, 90 day follow-up meetings


Visualization

Fact finding

Problem/OFI finding

Idea finding

Solution finding

Acceptance finding

Implementation

Follow-up

Evaluation

Company

Product

Service

Go back and measure the results to see if it should continue as is

or be modified for further success

Strategic Planning & Innovation to Overcome Crisis

Business

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