p.12 We, at the [Haines] Centre [for Strategic Management], have found that success most often has
much to do with common sense and persistence. There is no magic solution.
p.21 Determine what the desired outcome measurements of its vision will be. It is crucial at this
point to develop methods by which your organization can measure these outcomes in a specific and quantifiable way. We call
these measures the Key Success Measures/Goals or KSMs. Organizations should develop KSMs to suit their own unique
needs, as long as they end up with something that can quantitatively or qualitatively measure the organization's desired outcomes
with the customer.
p.63 From extensive experience, we have come to believe deeply that long-term success
can only come from a systems approach: it alleviates most common mistakes and provides many, many benefits.
p.85 Identify the key issues that are critical to your organization's success up front, as a guide to keeping
planning practical.
p.87,89 Looking to the future is often called environmental scanning. Environmental scanning is a topic
that has been a staple in strategic planning for some time. However, we see two main changes in how it has traditionally been
used.
First, the environment to be scanned is not that of the present, but is the time frame out
to the end of the planning horizon and even beyond if possible. The idea is to become a futurist and try
to understand and anticipate, as much as possible, what the future holds in store that could affect your organization...
Secondly, environmental scanning should... be conducted [more often]... The world is changing too fast now. Don't get left
behind."
p.102 Goal-setting is the #1 criteria for success in all the literature.
p.102 the Ideal Future Vision is a step where you focus on the desired outcomes and direction that will
become the context for determining what you have to do to successfully implement your strategic plan.
p.128 To effectively follow the systems thinking of the Reinventing Strategic Management Model, you must
begin with a clearly defined Ideal Future Vision... its multiple components - vision, mission, core values, positioning, and
rallying cry - are all important... all of these components have value.
p.129 Re-cap of key content points
The Ideal Future Vision step is the first real action step in strategic planning, and one of the recurring
key elements for organizational success.
The first challenge in the Ideal Future Vision step is to shape an organizational
vision statement. ...
The fourth challenge is the PhD of strategy - your definition of your positioning or driving force,
which is the essence of your organization along with its associated Rallying Cry. ...
Every component in the Ideal Future
Vision step is important, as part of an overall, cohesive whole with positioning as the core.
p.139 We can't stress enough how critical [Key Success Measures]/Goals are to every organization
p.139-140 To begin developing the measures of success for your organization, two specific tasks will help
you determine the general areas from which you will extract your measurement areas: 1. It is critical at this point to pull
out the key words and phrases from your vision, mission, and core values... it's necessary to identify those key phrases that
best define your organization's success. 2. It will also be important to agree on specific, key financial and operational
success areas.
p.259 A systems thinking approach to strategic management cannot be successful unless you remember
to incorporate the A,B,C,D,E, phases of the system:
Phase A (Future Outcomes): Where do we want to be?
Phase
B (Feedback): How will we know when we get there?
Phase C (Today's Input): Where are we now; what
strategies should guide us?
Phase D (Throughput Actions): How do we get there?
Phase E (Environment)
What is/will be changing in the environment?
... no matter where you are in your planning or actions,
you can maintain a focused, systems perspective, make adjustments in response to change
