The process of strategic thinking and planning normally consists of four primary issues: Mission, Goals, Strategies, and Objectives.
- Mission (the primary ongoing reason for the existence of the enterprise) is well addressed by the late Peter Drucker in his book Management Tasks, Responsibilities, and Practices.
- Goals (the aims, the targets toward which the enterprise directs its efforts) is well addressed by Eli Goldratt and Jeff Cox in their book The Goal, which was very well written in the form of a novel.
The final two issues, Strategies and Objectives, are are covered in detail in the book.
In his book, Strategize This – Planning to Win vs Planning Not To Fail, Keith Irons has addressed the issue of strategy (the framework that guides those choices that determine the nature and direction of the enterprise). He also addresses the use of objectives (the commitment to results to be achieved). Mr. Irons is well qualified to address this issue, having led over a hundred strategic planning sessions, both large and small for profit and not-for-profit organizations.
Mr. Irons goal is to impact the economic growth of the nation by helping organizations to grow and prosper through the use of the strategic planning process.
For readability, the book has been written in the form of a novel. This book is perfect for CEO’s and business professionals and enthusiasts who appreciate a captivating story while gaining valuable insights into effective strategic planning.
The story line follows two organizations, both currently successful but with two very different strategies – one is focused on positioning for growth, the other is focused on positioning not to fail.
The first phase, Thinking, addresses an analysis of the environment that the company will live within and arrives at assumptions in areas of economics, politics, social, and technology. It further addresses the mission, goals, and strategies of the organization.
The second phase, Planning, addresses each function or operation in developing plans for the respective areas with the specific or tactical objectives.
The third phase, Implementing, supplements the objectives with action plans including accountability for results and dates.
The fourth phase, Controlling, follows the standards of performance established in the objectives, measures actual against expected, evaluates these and takes corrective action for any gaps that exist to bring the gaps back into conformance. The final chapter discloses the results of the plans for the respective organizations.
Today, more than any other time in history, organizations have a great need to plan not only to survive, but to win. This book offers a road map, a blueprint, that, if followed, assures success.
The timing is critical.
The book will be available soon.