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Thoroughly Assess Conditions
Compare Attributes
Look for Strategic Turns |
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The vision of what the organization wants to be and achieve must be determined with an awareness of reality. That is the reason for the assessment and analysis in this chapter. |
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"Visions are the vehicles that transport us across the boundaries of current reality to the boundless hopes of a future seemingly beyond our grasp. What once we deemed impossible becomes not only possible but probable when we live out our vision through actions," said Fred Smith, as COO of Tennessee Associates International. The vision components articulate a vivid image of the organization's future, purpose, mission, and guiding values. From the vision, organization leaders can determine the strategy, set strategic initiatives, and lay plans. |
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The more sophisticated the planning process becomes, the harder it is to introduce the flexibility that allows for changes in the situation. In rigid systems, planning and obedience to the plan are regarded as the key to victory. Carefully laid plans rigorously implemented without deviation are regarded as the way to overcome the inevitable confusion. As ever-increasing time and attention are focused on "the process of planning," the successful execution of the plan becomes secondary. However, any football coach can tell you that rigidity does not win games. Each coach has plans that allow for flexibility in formations to adapt to reality. It follows that it is not strategists who change the planit is reality. |
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A common mistake is to consider planning as only a mental process, an idea in our head that simply looks at the past and adjusts for the future. If your plan is not in writing, you do not have a plan at all. Instead, you have only a dream, a vision, or perhaps even a nightmare. The simple written plan works best. |
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