For visionary leaders, an Organizational Master Plan and associated technologies have become essential components of strategic decision making. Written for leaders, planners, consultants, and change agents, The Organizational Master Plan Handbook: A Catalyst for Performance Planning and Results explains how to merge the four planning activities that compose the Organizational Master Plan to manage, improve, and maximize organizational efficiency and effectiveness.
Written by recognized leaders in applying Performance Improvement methodologies to business processes and entire organizations, this book defines the makeup and highlights the differences in the operating plan, strategic business plan, strategic improvement plan, and the organization’s business plan. It defines each and explains how to link them to reduce costs and cycle times. Describing how to use controllable factors as the foundation for constructing your Organizational Master Plan, it demonstrates how the plan fits into organizational alignment activities.
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Examines all the plans that should go on within an organization and details the purpose of each
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Unveils a novel approach for preparing a Strategic Improvement Plan
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Lays out a well-defined roadmap of the Organizational Master Plan process
Explaining how to make the strategic planning process a part of performance plans for individuals within your organization, the text incorporates sufficient flexibility so you can adapt and revise the plans discussed according to changing business needs and marketplace opportunities. It explains how to develop a set of vision statements to define how your organization will function five years in the future as well as how to develop the strategies needed to make the required transformation a success.
Preface
Chapter 1 : Overview of the Problem
Chapter 2 : What’s in an Effective Planning Process?
Chapter 3 : The Organizational Master Plan
Chapter 4 : Change Management as Part of the Organizational Master Plan
Chapter 5 : Trend Analysis
Chapter 6 : The Business Planning Process
Chapter 7 : The Strategic Business Planning Process
Chapter 8 : Strategic Improvement Plan
Chapter 9 : Developing the Strategic Plan
Chapter 10 : The Annual Operating Plan
Chapter 11 : Organizational Master Plan Summary
Appendix A : Definitions and Abbreviations
Appendix B : Improvement Tools
Appendix C : Problem Analysis Cycle
Summary
Index
