Applied Strategic Planning: Consultant's Toolkit / Edition 2

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Applied Strategic Planning: The Consultant's Toolkit is a powerful aid to consultants, facilitators and change agents engaged in implementing strategic planning with organizational- and executive-planning teams. This revised edition of the best-selling toolkit incorporates the most recent theory and research into strategic planning, as well as advances in the ASP model since the first edition was published. The kit includes all the materials required to guide the planning team toward an effective strategic plan, and follows the proven, nine-step ASP model.

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Product Details

  • ISBN-13: 9780787988517
  • Publisher: Wiley
  • Publication date: 7/14/2008
  • Edition number: 2
  • Pages: 576
  • Product dimensions: 11.80 (w) x 11.80 (h) x 2.20 (d)

Meet the Author

TIMOTHY M. NOLAN, Ph.D ., an organizational consultant based in Milwaukee, Wisconsin, specializes in strategic planning, leadership development, creativity, and thinking skills development. He is president of Innovative Outcomes, Inc., as well as the Center for Leadership Excellence, Inc., and the National Center for Learning Excellence, Inc. As a commitment to the profession, Dr. Nolan recently created and serves as executive director of the Academy for Consulting Excellence, Inc. Author or co - author of thirty - seven books, he has written in the areas of leadership, strategic planning, organizational systems, and services marketing. He has served as executive director of National Centers for Learning Excellence, Inc., since 1968. From 1980 to 1988 he served as vice president for professional services at University Associates, now Pfeiffer, in San Diego, California. He has been an independent consultant since 1973, serving a wide variety of clients, ranging from new business start - ups to industry leaders. He works with for profi t, non - profi t, and governmental agencies.

LEONARD D. GOODSTEIN, Ph.D ., is an independent consulting psychologist based in Washington, D.C., with considerable experience in facilitating the Applied Strategic Planning process. His research interests are in the infl uence of values and culture on organizations and in psychological assessment. He formerly was CEO and executive vice president of the American Psychological Association and CEO of University Associates (now Pfeiffer). He previously held a variety of academic positions, including professorships at the Universities of Iowa, Cincinnati, and Arizona State, where he also served as department chair. He is a frequent contributor to the professional literature, including the Pfeiffer Annuals . His most recent book, co - authored with Erich P. Prien, Individual Assessment in the Workplace: A Practical Guide for HR Professionals, Trainers, and Managers was published by Pfeiffer in 2006.

JEANETTE GOODSTEIN, Ph.D ., a consultant and writer based in Washington, D.C., assists organizations in conducting a variety of research and analysis activities, focusing on needs assessment and program development and evaluation. She is co - author of Who’ s Driving Your Bus?, a book on codependency in the workplace, and developed accompanying instructional materials and assessment instruments. She chaired the Board of Directors of International Voluntary Services from 1997 through 2002, a private non-profit organization dedicated to volunteer service in developing nations for nearly fifty years, and from 1997 to 2003 was a member of the board of the Washington, D.C., chapter of Young Audiences.

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Table of Contents



The Applied Strategic Planning Model.

Consultant to Consultant.

Notes on the Activities.


Outcomes of Strategic Planning.

How Applied Strategic Planning Is Different.

Major Roles of Consultants.

Knowledge and Skills.

Consultant to Consultant.

Notes on the Activities.

Activity 2.1: Clouded Vision: The Perils of Prediction.

Activity 2.2: One Thing: Identifying the Foremost StrategicGoal.

Activity 2.3: Identifying Important Strategic Issues.

Activity 2.4: Examining Your Consulting Style.

Activity 2.5: Testing Knowledge of the Strategic PlanningProcess.


A Variety of Thinking Skills.

The Importance of Creativity.

Down-Board Thinking.

Critical Thinking.

Synthesis as an Asset in Thinking.

Focused Thinking.

Framing and Reframing.

Visionary Thinking.

Scanning and Interpreting.

Fluidity of Thinking.

Intuitive Thinking.

Complexity in Thinking.

Strategic Thinking.

Systems Thinking.

Broad-View Thinking.

Analytical Thinking.


Scenario Thinking, Innovation, and Strategy Creation.

Final Thoughts on Thinking.

Consultant to Consultant.

Notes on the Activities.

Activity 3.1: Introducing and Using Paradigms.

Activity 3.2: Thinking Strategically.

Activity 3.3: Matching Thinking Skills to Steps of the AppliedStrategic Planning Process.


Preliminary Contacts.

Readiness for Successful Strategic Planning.

First Steps.

Launching the Strategic Planning Process.

Establishing Norms for Work Group Behavior.

Additional Issues.

Implementation Is What It Is All About!

Consultant to Consultant.

Notes on the Activities.

Activity 4.1: Determining Organizational Readiness for StrategicPlanning.

Activity 4.2: Assessing Organizational Commitment to StrategicPlanning.

Activity 4.3: Choosing the Strategic Planning Work Group.

Activity 4.4: Identifying Stakeholders.

Activity 4.5: Bringing Closure to Planning to Plan.


Defi ntions.

Identifying and Clarifying Values.

Organizational Culture.

Consultant to Consultant.

Notes on the Activities.

Activity 5.1: Examining Organizational Values.

Activity 5.2: Measuring Organizational Values: An EmpiricalApproach.

Activity 5.3: Examining the Three Tensions: Learning About HowYou Manage Dilemmas.

Activity 5.4: Organizational Culture Questionnaire.

Activity 5.5: Bringing Closure to Values and Culture.


Envisioning the Future.

Formulating the Mission Statement.

Crafting the Mission Statement.

Purposes of a Mission Statement.

Content of a Mission Statement.

Attributes of a Mission Statement.

Comprehensive Mission Statements.

Consultant to Consultant.

Notes on the Activities.

Activity 6.1: Creativity Session to Describe the IdealFuture.

Activity 6.2: “Hear All About It”: Envisioning theFuture.

Activity 6.3: What? Who? How? Why? The Key Components ofMission.

Activity 6.4: Distinctive Competence.

Activity 6.5: Evaluating Mission Statements.

Activity 6.6: Bringing Closure to Mission Formulation.


First Steps.

Outcomes Generated by Strategic Business Modeling.

Consultant to Consultant.

Notes on the Activities.

Activity 7.1: Analyzing a Planning Case.

Activity 7.2: Identifying LOBs for the Future.

Activity 7.3: Identifying Required CSIs.

Activity 7.4: Analyzing Strategic Thrusts Needed.

Activity 7.5: Describing the Necessary Culture.

Activity 7.6: Bringing Closure to Strategic BusinessModeling.


The Scope of Performance Audit.

A Useful Mind-Set.

The Role of the CEO in Performance Audit.

SWOT Analysis.

SWOT Analysis Looking Inward.

SWOT Analysis Looking Outward.

Consultant to Consultant.

Notes on the Activities.

Activity 8.1: Planning Data Collection for SWOT Analysis.

Activity 8.2: Analyzing Lines of Business.

Activity 8.3: Analyzing CSIs.

Activity 8.4: Organizational Systems Survey.

Activity 8.5: Analyzing LOB Life Cycles.

Activity 8.6: Analyzing Competition.

Activity 8.7: Analyzing Risk Orientation.

Activity 8.8: Bringing Closure to Performance Audit.


The Outcomes Defi ne the Process.

Shaping Gap Analysis and Closure.

The Importance of Role Clarity.

Is the “Bench” Deep Enough?

Tactics for Closing the Gap.

Gaps That Cannot, or Should Not, Be Closed.

“Notes for Next Year”.

Consultant to Consultant.

Notes on the Activities.

Activity 9.1: Planning Gap Analysis and Closure.

Activity 9.2: Selecting Future Lines of Business.

Activity 9.3: Selecting the Future CSIs.

Activity 9.4: Identifying the Necessary Strategic Thrusts.

Activity 9.5: Identifying the Necessary Future Culture.

Activity 9.6: Bringing Closure to Gap Analysis and Closure.


Grand Strategies.

Developing Business Unit/Program Operational Plans.

Integrating Functional Action Plans.

Resource Allocation.

Consultant to Consultant.

Notes on the Activities.

Activity 10.1: Identifying the Primary Global Strategies.

Activity 10.2: Creating Action Plans.

Activity 10.3: Coordinating and Integrating Action Plans.

Activity 10.4: Bringing Closure to Integrating Action Plans.


The Need for Contingency Planning.

A Frequently Overlooked Contingency.

Criteria for Developing Contingency Plans.

Developing Contingency Plans.

Consultant to Consultant.

Notes on the Activities.

Activity 11.1: Learning to Use the Probability-Impact PlanningMatrix.

Activity 11.2: Developing Contingency Plans for the EntireOrganization.

Activity 11.3: Developing Contingency Plans for Each LOB.

Activity 11.4: Bringing Closure to Contingency Planning.


Presenting the Plan.

Strategic Management.

Blockages to Implementation.

Some Concluding Remarks.

Consultant to Consultant.

Notes on the Activities.

Activity 12.1: Evaluating Readiness to Implement the StrategicPlan.

Activity 12.2: Unveiling the Strategic Plan.

Activity 12.3: Ensuring Implementation.

Activity 12.4: Bringing Closure to Implementing Your Plan.


About the Authors.

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