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Planning in Reverse
A Viable Approach to Organizational Leadership
Authors:
| | |
Publisher:
2011
Summary
Planning in Reverse is an innovative concept designed to make organizations more successful by altering the perspective utilized in the strategy process. What is needed for organizations to thrive in this new environment of change and uncertainty is a short-term approach for long-term viability. In this book, tools and concepts regarding Planning in Reverse ('PIR') are provided so that any organization or department will be able to implement the PIR process. The PIR process is unique in that it will work in any organization whether they provide educational services, government services, private sector services, or the production of products. This system is of particular importance to the small organization that does not have the resources to overcome potential missteps. PIR suggests that long-term static strategic planning will continue to become less and less helpful and ultimately may need to be replaced completely by the PIR process for organizations to survive. Many large, well-known companies and organizations have failed even though they had long-term strategic plans. These observations indicate a need for a fundamental change in the planning process thereby suggesting that it is time for Planning in Reverse.
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Bibliographic data
Copyright year
2011
ISBN-Print
978-1-60709-792-1
ISBN-Online
978-1-60709-794-5
Publisher
Rowman & Littlefield, Lanham
Language
English
Pages
118
Product type
Book Titles
Table of contents
ChapterPages
Contents No access
Foreword No access
Preface No access
Introduction No access
Chapter 01. Short-Term Leadership for Long-Term Viability No access
Chapter 02. The Pathway to Long-Term Viability No access
Chapter 03. The New Leadership Skill Set Necessary for Today’s Business Environment No access
Chapter 04. Reviewing the Long-Term Strategic Planning Process No access
Chapter 05. Deconstructing the Process to Demonstrate the Fallacy No access
Chapter 06. The Future Is Never Accurately Predicted No access
Chapter 07. The I-Process No access
Chapter 08. Implication Scan No access
Chapter 09. Impact Evaluation No access
Chapter 11. Implementation Plan No access
Chapter 12. Integration Plan No access
Chapter 13. How to Retrain Strategic Leaders in the Planning-in-Reverse Process No access
Chapter 14. Understanding the Switch From Long-Term Planning to Long-Term Viability No access
Chapter 15, Short-Sighted Leadership for Long-Term Viability No access
Chapter 16. Developing a Realistic Timeline No access
Chapter 17. The Planning-in-Reverse Instrument No access
Chapter 18. Training Individuals in Planning in Reverse No access
Chapter 19. Ongoing Monitoring of Planning in Reverse No access
Chaptert 20. The Intended Results No access
Appendix A: Forms No access Pages 91 - 98
Appendix B: Education K–12 Example No access Pages 99 - 108
