Based on John Bryson's acclaimed comprehensive approach to strategic planning, the Implementing and Sustaining Your Strategic Plan workbook provides a step-by-step process, tools, techniques, and worksheets to help successfully implement, manage, and troubleshoot an organization's strategy over the long haul. This new and immensely practical workbook helps organizations work through the typical challenges of leading implementation for sustained change. It spotlights the importance of effective leadership for long-term successful strategic plan implementation. The authors include a wealth of tools designed to help with goal and objective setting, budgeting, stakeholder analysis, prior- ity reconciliation, strategies in practice, special leadership roles, cultural changes, and more. The workbook's conceptual framework, step-by-step process, and worksheets can be applied in a variety of ways. It can be used as a whole, or selected parts can be used by board members, boards of directors, senior management teams, implementation teams, and task forces on a regular basis throughout the process of sustained implementation. The workbook's individual worksheets, or combinations of worksheets, can be used as needed to address a variety of implementation-related tasks.
Autorentext
THE AUTHORS
John M. Bryson is the McKnight Presidential Professor of Planning and Public Affairs in the Hubert H. Humphrey School of Public Affairs at the University of Minnesota. He is a fellow of the National Academy of Public Administration and in 2011 received the Dwight Waldo Award from the American Society for Public Administration for "outstanding contributions to the professional lit- erature of public administration over an extended scholarly career." He consults widely on strategic management with public, nonprofit, and business organizations in the United States and abroad.
Sharon Roe Anderson, cofounder of Aurora Consulting, is an experienced facilitator and consultant around issues related to strategic planning, team building, facilitation, nonprofit board governance, and implementation.
Farnum K. Alston is the founder of The Crescent Company and has worked on hundreds of strategic planning projects for public, business, and nonprofit organizations.
Inhalt
Preface ix
Acknowledgments xvii
The Authors xix
PART 1 UNDERSTANDING IMPLEMENTATION AND ASSESSING READINESS 1
Step 1 Understanding Implementation and Assessing Readiness 3
Worksheets
1 Interviewing People About the Upcoming Implementation Process 25
2 Implementation Readiness Assessment Questionnaire 32
3 Key Implementation Design Choices 44
PART 2 GETTING ORGANIZED 53
Step 2 Leading Implementation 55
Worksheets
4 Implementation Process Sponsors 71
5 Implementation Process Champions 73
6 Identifying Possible Members of the Implementation Coordinating Committee 75
7 Developing a Charge for the Implementation Coordinating Committee and Related Subgroups 78
8 Understanding and Linking Forums, Arenas, and Courts 82
9 Values to Sustain Innovation and Change 88
Step 3 Understanding How and Why the Strategic Plan Came to Be 91
Worksheet
10 Agenda for Follow-Up Meeting to Assess Results of Interviews of Strategic Plan Preparers and Adopters 95
Step 4 Clarifying Who the Implementation Stakeholders Are 99
Worksheets
11 Implementation Stakeholder Identifi cation 102
12 External Implementation Stakeholder Analysis 104
13 Internal Implementation Stakeholder Analysis 106
14 Power Versus Interest Grid 108
15 Implementation Support Versus Opposition 110
16 Creating the Supportive Coalition 111
17 Engaging External Implementation Stakeholders 113
18 Engaging Internal Implementation Stakeholders 116
PART 3 CLARIFYING STRATEGIC AND OPERATIONAL DIRECTIONS 119
Step 5 Articulating What the Organization's Mandates, Mission, Vision, and Values Mean for Implementation and Alignment 121
Worksheets
19 Gaining Clarity About the Implications of the Organization's Mandates for Implementation 124
20 Understanding What the Organization's Mission Means for Implementation 125
21 Understanding What the Organization's Values Mean for Implementation 127
22 Understanding What the Organization's Vision of Success Means for Implementation 128
23 How and Why the Organization Creates Public Value 131
Step 6 Getting Clear About Strategies That Will Continue, Will Be Started, or Will Be Phased Out 133
Worksheets
24 Evaluating Priorities for Existing Strategies, Programs, Products, Services, and Projects 135
25 Evaluating Priorities for Proposed New Strategies, Programs, Products, Services, and Projects 136
26 Reconciling Priorities Among Existing and Proposed Strategies, Programs, Products, Services, and Projects 137
27 Strategy, Program, Product, Service, or Project Statement and Component Elements 139
PART 4 RESOURCING AND STRUCTURING IMPLEMENTATION, ALIGNMENT, AND ONGOING LEARNING 147
Step 7 Budgeting the Work 149
Worksheets
28 Developing a Budget for Strategic Plan Implementation 152
29 Developing a Summary Budget for Implementation 155
30 Developing a Strategic Annual Budget for Large, Complex Organizations 157
Step 8 Creating an Implementation Management Structure 159
Worksheets
31 Project Assignment 167
32 Assignment of Work to Project, Program, and Portfolio Categories 169
33 Assignment of Projects, Programs, Portfolios, and Other Work 170
Step 9 Developing Effective Implementation Teams 173
Worksheets
34 Creating Implementation Recommendation and Action Teams (I-Teams) 176
35 ICC and I-Team Tasks, Membership, Competencies, Roles, and Responsibilities 186
36 Team Leader Self-Assessment 190
37 Meeting Agenda 192
38 Meeting Summary 195
39 Meeting Evaluation 197
40 Team Self-Assessment 200
Step 10 Organizing Alignment and Learning Processes 203
Worksheets
41 Alignment Checkup 208
42 Designing Learning Forums 210
43 Facilitating Dialogue Guidelines 212
44 ...