1. Copyright Strategic Outlooks 2007-2013 Surprise Chamber of Commerce On Business Planning

2. Copyright Strategic Outlooks 2007-2013 Planning – A Three Phase Approach Strategy Understanding the Landscape Developing Scenarios' to Leverage the Business Environment Creating a path to execute Operations Objectives Critical Success Factors SMART – (Specific, Measurable, Attainable, Relevant, Timely) Organization Responsible Reliable Learning & Enthusiastic

3. Copyright Strategic Outlooks 2007-2013 From Vision to Goals & Objectives to Organizational Structure Art of the Long View – Strategic Vision Operational Planning – Set Objectives Organize to Achieve Objectives Organization Culture & Behavior CEOVPMgr VPMgr

4. Copyright Strategic Outlooks 2007-2013 Organizational Reality You are perfectly organized to achieve the results you are getting!

5. Copyright Strategic Outlooks 2007-2013 Confronting the Issues Company Culture Expectations Behavior Treatment of Customers Treatment of Staff Efficiency Culture of constant improvement Rewards Acknowledgement Environment Monetary Retention Job Satification

6. Copyright Strategic Outlooks 2007-2013 Organizational Indicator

7. Copyright Strategic Outlooks 2007-2013 Company Culture What Kind of Company Are You? Organic

8. Copyright Strategic Outlooks 2007-2013 Company Structure Structured Like an old building, needs constant repair work Driven by Task Management Higher Turn-Over Rate Learning/Organic Grows in capabilities Driven by strategy and objectives Management provides direction, training & resources Team provides the tactics/tasks needed to gain objectives

9. Copyright Strategic Outlooks 2007-2013 Motivation Comes From Within I'm slowly becoming a convert to the principle that you can't motivate people to do things, you can only demotivate them. The primary job of the manager is not to empower but to remove obstacles.” -- Scott Adams, American cartoonist Most of us as managers are prone to one particular failing; a tendency to manage people as though they were modular components.

10. Copyright Strategic Outlooks 2007-2013 Learning Organization Vision – Values – Integrity Dialogue System Thinking 1.Learning Disciplines' Have a significant impact on performance 2.For every success there is at least one disappointment. 3.Learning capabilities are a blend of behavioral and technical changes. 4.Leadership springs from deep personal conviction 5.Work spreads through proving it’s practical merits. 6.All disciplines matter. 7.System Thinking Model - No Theory – No Learning 8.Learning Modes often begin in the middle! Peter Senge – The Fifth Discipline 1.Learning Disciplines' Have a significant impact on performance 2.For every success there is at least one disappointment. 3.Learning capabilities are a blend of behavioral and technical changes. 4.Leadership springs from deep personal conviction 5.Work spreads through proving it’s practical merits. 6.All disciplines matter. 7.System Thinking Model - No Theory – No Learning 8.Learning Modes often begin in the middle! Peter Senge – The Fifth Discipline

11. Copyright Strategic Outlooks 2007-2013 Whole Brain Concepts

12. Copyright Strategic Outlooks 2007-2013 Whole Brain Concepts

13. Copyright Strategic Outlooks 2007-2013 Whole Brain Concepts

14. Copyright Strategic Outlooks 2007-2013 Organizational Structure In addition to a clear organizational strategy, there are five basic parts of an organization. The first is strategic apex The second is the operating core The third is intermediate management. The fourth, technostructure The fifth and last aspect is support staff

15. Copyright Strategic Outlooks 2007-2013 Strategic Apex Strategic Apex The top management who have the vision for the organization.

16. Copyright Strategic Outlooks 2007-2013 Operating Core Consistent approach as to whom and why you hire ! Remember – They are fundamental to performing the basic work of the organization

17. Copyright Strategic Outlooks 2007-2013 Intermediate Management Often referred to as Middle Management. Your necessary Liaison Necessary because of span of effective control. Rule of 5 (plus or minus 2) Must be extension of company vision and culture. Watch out for personal agendas

18. Copyright Strategic Outlooks 2007-2013 TecnoStructure These are your analysts. They are responsible for the design of your systems. Involved with the formal planning and control of the work. Internal Control Systems Quality Control Workflow issues Customer Service Processes

19. Copyright Strategic Outlooks 2007-2013 Support Staff The Support Staff provide indirect services to the rest of the organization. Unless you’re a large organization they are usually outside companies. Accounting/Auditing Legal Business Assistance Facilities Management Other Consulting Services Vendors Remember to be specific as to what your requirements are!

20. Copyright Strategic Outlooks 2007-2013 Filling The Holes Understanding the requirements (Position Description) The Selection Process Watch Your Filters !!! The Interview Establish Aptitude - (see whole brain) Interview for Attitude !! Education in Years x 10 PLUS - Experience in Discipline x 10 PLUS - General I/Q assessment Sum of above x Attitude (scored on a one to ten scale)

21. Copyright Strategic Outlooks 2007-2013 Position Description General Overview of Position Reason for Position Objectives of the Position General Requirements of Position Experience Education Dexterity Best Fit Whole Brain Type (A,B,C,D) Qualitative Aspects of the Position Structured to Self Directed Travel Requirements Work Environment Compensation & Reporting

22. Copyright Strategic Outlooks 2007-2013 Specific Objectives Dynamic – will change with time. (ALWAYS) Quantitative Measures Objective Critical Success Factor Measurements Qualitative Measures Team Performance Learning Initiatives Effort Mentorship of Others

23. Copyright Strategic Outlooks 2007-2013 Employee Reviews They are an absolute necessity! Periodic Period should be established by the employees function Marketing – At the conclusion of a project or Campaign. Manufacturing or Assembly – At the completion of a quality review cycle. Customer Service – Create and use feedback cycles Sales, Finance & Admin. - At the close of a business cycle (qtrly) Reviews should be both motivational & corrective Ensure they contain the positive aspects of the employees attributes and accomplishments. Do not sugar coat the items that need improving

24. Copyright Strategic Outlooks 2007-2013 What We Expect Is it any wonder we seldom get a perfect fit ?

25. Copyright Strategic Outlooks 2007-2013 Communications Top to Bottom It’s all about communications Communications should be constant and positive Emotions show involvement & engagement. Management by Walking Around (Get out of the Office) Engage in conversations about the activity You’d be surprised at the information & learning you receive. Be consistent !

26. Copyright Strategic Outlooks 2007-2013 Planning – A Three Phase Approach Strategy Understanding the Landscape Developing Scenarios' to Leverage the Business Environment Creating a path to execute Operations Objectives Critical Success Factors SMART – (Specific, Measurable, Attainable, Relevant, Timely) Organization Responsible Reliable Learning & Enthusiastic

27. Copyright Strategic Outlooks 2007-2013 Thank You If I can be any further help, please contact me! Questions? Dick Jensen dick@strategicoutlooks.com www.strategicoutlooks.com