Post on 01-Nov-2014
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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
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
Dale Carnegie Training®
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
Dale Carnegie Training®
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
The 9-Step Innovation Process
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
The 9-Step Innovation Process
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?
The 9-Step Innovation Process
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:
The 9-Step Innovation Process
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
The 9-Step Innovation Process
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
The 9-Step Innovation Process
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
The 9-Step Innovation Process
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
The 9-Step Innovation Process
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
The 9-Step Innovation Process
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