Techniques for Strategic Thinking and Planning<\/h1>\nReplay below<\/span><\/h3>\n<\/h3>\n
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Strategic Management Series – Dimensions of Strategic Management<\/strong><\/h1>\nA series of in-depth webinars focusing on the 8 different dimensions of Strategic Management Maturity.<\/p>\n
Our past webinar, “What is your \u201cStrategic Management Maturity?”<\/a><\/span>, explained the various dimensions of strategic management and why they are important to your organization. Another webinar, “Creating Strategic Alignment<\/a><\/span>” explained how to align strategy across your organization.<\/p>\nThis webinar will delve into another of the dimensions \u2013 Strategic Thinking and Planning.<\/p>\n
[\/et_pb_text][et_pb_text _builder_version=”4.7.6″ hover_enabled=”0″ sticky_enabled=”0″]<\/p>\n
Recorded 1\/20\/2021 \u2013 Replay Below<\/span><\/strong><\/span><\/h5>\n<\/span><\/strong><\/span><\/p>\nTechniques for Strategic Thinking and Planning<\/strong><\/span><\/h1>\n![\"\"](\"https:\/\/balancedscorecard.org\/staging\/wp-content\/uploads\/2020\/12\/SThinking-Webinar-Pic_500x333-300x200.png\")
When organizations gather to discuss the coming year\u2019s strategic plan, often the review team defaults to the typical tools used year after year to conduct the annual strategy review. While that process may have carried the organization\u2019s strategy in the past, there are more than enough signals that the organization must widen their view and understanding of drivers of change on the organization.<\/p>\n
Scenario planning, Strategic Foresight Analysis, and Inflection Point Analysis deliver potential strategic actions that can inform the organization\u2019s strategies at all levels. These three techniques become strategy compass navigational bearings for the organization based on research, organization-wide discussions, and the consensus on the way forward. Incorporating these techniques into the strategy will create an organization that is high-performing, agile, growth-oriented, and future ready to handle those yet undetectable navigational bearing changes that need to be placed into action.<\/p>\n
<\/span><\/p>\nDoes your organization exhibit these strategy management challenges?<\/span><\/strong><\/h2>\n\n- An organization-wide strategy refresh comes out each year BUT<\/strong><\/span> \u2013 That strategy seems or appears to be a remake of the prior year\u2019s strategy even after the annual strategic planning session with no real new actions or plans for the future<\/li>\n
- Employees at the department level sense that something has to strategically change<\/span><\/strong> \u2013 They overhear executives talk about the organization strategy, but see no change in strategies attacking competitors and always feeling the organization is having challenges that originate from outside the organization that could have been fended off with a more informed strategy<\/li>\n
- Strategy communications are ineffective, nonexistent or do not tell the long view of the organization<\/span><\/strong> \u2013 Following the development of the initial organization-wide strategy, rumors abound that it might be expanding or fading away entirely. \u201cIs the strategy real? If so, how am I as an individual contributor or my team supposed to execute on it?\u201d<\/li>\n<\/ul>\n
If the challenges sound familiar, join Balanced Scorecard Institute’s Vice President of Engagement\/Delivery and Sr. Consultant Joe DeCarlo<\/a>\u00a0for a 1-hour webinar to drill into Techniques for Strategic Thinking and Planning uncovering:<\/p>\n\n- How and why to use the techniques early in the strategy planning<\/li>\n
- How does each technique inform the organizations strategy<\/li>\n
- How to measure the success of each technique<\/li>\n
- What benefits will be derived from the success of each technique<\/li>\n<\/ul>\n
Where Do You Stand Against Other High-performing Organizations?<\/span><\/strong><\/p>\nIf you are interested in learning what your organization’s maturity level is then take our free Interactive Assessment<\/a><\/span>. You can evaluate your organization by scoring the level of performance on each of the five levels of strategic management maturity.<\/p>\n <\/p>\n
Download a copy of the presentation >><\/span><\/a><\/h3>\n <\/p>\n
<\/h3>\n
[\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=”1_4″ _builder_version=”3.25″ custom_padding=”|||” padding_phone=”6px||12px|” padding_last_edited=”on|phone” custom_padding__hover=”|||”][\/et_pb_column][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ custom_padding=”|||2px||”][et_pb_row _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.7.6″ _module_preset=”default” hover_enabled=”0″ sticky_enabled=”0″]<\/p>\n
Strategic Management Series – Dimensions of Strategic Management<\/strong><\/h1>\nA series of in-depth webinars focusing on the 8 different dimensions of Strategic Management Maturity.<\/p>\n
Our past webinar, “What is your \u201cStrategic Management Maturity?”<\/a><\/span>, explained the various dimensions of strategic management and why they are important to your organization. Another webinar, “Creating Strategic Alignment<\/a><\/span>” explained how to align strategy across your organization.<\/p>\nThis webinar will delve into another of the dimensions \u2013 Strategic Thinking and Planning.<\/p>\n
[\/et_pb_text][et_pb_text _builder_version=”4.7.6″ hover_enabled=”0″ sticky_enabled=”0″]<\/p>\n
Recorded 1\/20\/2021 \u2013 Replay Below<\/span><\/strong><\/span><\/h5>\n<\/span><\/strong><\/span><\/p>\nTechniques for Strategic Thinking and Planning<\/strong><\/span><\/h1>\nWhen organizations gather to discuss the coming year\u2019s strategic plan, often the review team defaults to the typical tools used year after year to conduct the annual strategy review. While that process may have carried the organization\u2019s strategy in the past, there are more than enough signals that the organization must widen their view and understanding of drivers of change on the organization.<\/p>\n
Scenario planning, Strategic Foresight Analysis, and Inflection Point Analysis deliver potential strategic actions that can inform the organization\u2019s strategies at all levels. These three techniques become strategy compass navigational bearings for the organization based on research, organization-wide discussions, and the consensus on the way forward. Incorporating these techniques into the strategy will create an organization that is high-performing, agile, growth-oriented, and future ready to handle those yet undetectable navigational bearing changes that need to be placed into action.<\/p>\n
<\/span><\/p>\nDoes your organization exhibit these strategy management challenges?<\/span><\/strong><\/h2>\n\n- An organization-wide strategy refresh comes out each year BUT<\/strong><\/span> \u2013 That strategy seems or appears to be a remake of the prior year\u2019s strategy even after the annual strategic planning session with no real new actions or plans for the future<\/li>\n
- Employees at the department level sense that something has to strategically change<\/span><\/strong> \u2013 They overhear executives talk about the organization strategy, but see no change in strategies attacking competitors and always feeling the organization is having challenges that originate from outside the organization that could have been fended off with a more informed strategy<\/li>\n
- Strategy communications are ineffective, nonexistent or do not tell the long view of the organization<\/span><\/strong> \u2013 Following the development of the initial organization-wide strategy, rumors abound that it might be expanding or fading away entirely. \u201cIs the strategy real? If so, how am I as an individual contributor or my team supposed to execute on it?\u201d<\/li>\n<\/ul>\n
If the challenges sound familiar, join Balanced Scorecard Institute’s Vice President of Engagement\/Delivery and Sr. Consultant Joe DeCarlo<\/a>\u00a0for a 1-hour webinar to drill into Techniques for Strategic Thinking and Planning uncovering:<\/p>\n\n- How and why to use the techniques early in the strategy planning<\/li>\n
- How does each technique inform the organizations strategy<\/li>\n
- How to measure the success of each technique<\/li>\n
- What benefits will be derived from the success of each technique<\/li>\n<\/ul>\n
Where Do You Stand Against Other High-performing Organizations?<\/span><\/strong><\/p>\nIf you are interested in learning what your organization’s maturity level is then take our free Interactive Assessment<\/a><\/span>. You can evaluate your organization by scoring the level of performance on each of the five levels of strategic management maturity.<\/p>\n <\/p>\n
Download a copy of the presentation >><\/span><\/a><\/h3>\n <\/p>\n
This webinar will delve into another of the dimensions \u2013 Strategic Thinking and Planning.<\/p>\n
[\/et_pb_text][et_pb_text _builder_version=”4.7.6″ hover_enabled=”0″ sticky_enabled=”0″]<\/p>\n
Recorded 1\/20\/2021 \u2013 Replay Below<\/span><\/strong><\/span><\/h5>\n<\/span><\/strong><\/span><\/p>\nTechniques for Strategic Thinking and Planning<\/strong><\/span><\/h1>\nWhen organizations gather to discuss the coming year\u2019s strategic plan, often the review team defaults to the typical tools used year after year to conduct the annual strategy review. While that process may have carried the organization\u2019s strategy in the past, there are more than enough signals that the organization must widen their view and understanding of drivers of change on the organization.<\/p>\n
Scenario planning, Strategic Foresight Analysis, and Inflection Point Analysis deliver potential strategic actions that can inform the organization\u2019s strategies at all levels. These three techniques become strategy compass navigational bearings for the organization based on research, organization-wide discussions, and the consensus on the way forward. Incorporating these techniques into the strategy will create an organization that is high-performing, agile, growth-oriented, and future ready to handle those yet undetectable navigational bearing changes that need to be placed into action.<\/p>\n
<\/span><\/p>\nDoes your organization exhibit these strategy management challenges?<\/span><\/strong><\/h2>\n\n- An organization-wide strategy refresh comes out each year BUT<\/strong><\/span> \u2013 That strategy seems or appears to be a remake of the prior year\u2019s strategy even after the annual strategic planning session with no real new actions or plans for the future<\/li>\n
- Employees at the department level sense that something has to strategically change<\/span><\/strong> \u2013 They overhear executives talk about the organization strategy, but see no change in strategies attacking competitors and always feeling the organization is having challenges that originate from outside the organization that could have been fended off with a more informed strategy<\/li>\n
- Strategy communications are ineffective, nonexistent or do not tell the long view of the organization<\/span><\/strong> \u2013 Following the development of the initial organization-wide strategy, rumors abound that it might be expanding or fading away entirely. \u201cIs the strategy real? If so, how am I as an individual contributor or my team supposed to execute on it?\u201d<\/li>\n<\/ul>\n
If the challenges sound familiar, join Balanced Scorecard Institute’s Vice President of Engagement\/Delivery and Sr. Consultant Joe DeCarlo<\/a>\u00a0for a 1-hour webinar to drill into Techniques for Strategic Thinking and Planning uncovering:<\/p>\n\n- How and why to use the techniques early in the strategy planning<\/li>\n
- How does each technique inform the organizations strategy<\/li>\n
- How to measure the success of each technique<\/li>\n
- What benefits will be derived from the success of each technique<\/li>\n<\/ul>\n
Where Do You Stand Against Other High-performing Organizations?<\/span><\/strong><\/p>\nIf you are interested in learning what your organization’s maturity level is then take our free Interactive Assessment<\/a><\/span>. You can evaluate your organization by scoring the level of performance on each of the five levels of strategic management maturity.<\/p>\n <\/p>\n
Download a copy of the presentation >><\/span><\/a><\/h3>\n <\/p>\n
Techniques for Strategic Thinking and Planning<\/strong><\/span><\/h1>\nWhen organizations gather to discuss the coming year\u2019s strategic plan, often the review team defaults to the typical tools used year after year to conduct the annual strategy review. While that process may have carried the organization\u2019s strategy in the past, there are more than enough signals that the organization must widen their view and understanding of drivers of change on the organization.<\/p>\n
Scenario planning, Strategic Foresight Analysis, and Inflection Point Analysis deliver potential strategic actions that can inform the organization\u2019s strategies at all levels. These three techniques become strategy compass navigational bearings for the organization based on research, organization-wide discussions, and the consensus on the way forward. Incorporating these techniques into the strategy will create an organization that is high-performing, agile, growth-oriented, and future ready to handle those yet undetectable navigational bearing changes that need to be placed into action.<\/p>\n
<\/span><\/p>\nDoes your organization exhibit these strategy management challenges?<\/span><\/strong><\/h2>\n\n- An organization-wide strategy refresh comes out each year BUT<\/strong><\/span> \u2013 That strategy seems or appears to be a remake of the prior year\u2019s strategy even after the annual strategic planning session with no real new actions or plans for the future<\/li>\n
- Employees at the department level sense that something has to strategically change<\/span><\/strong> \u2013 They overhear executives talk about the organization strategy, but see no change in strategies attacking competitors and always feeling the organization is having challenges that originate from outside the organization that could have been fended off with a more informed strategy<\/li>\n
- Strategy communications are ineffective, nonexistent or do not tell the long view of the organization<\/span><\/strong> \u2013 Following the development of the initial organization-wide strategy, rumors abound that it might be expanding or fading away entirely. \u201cIs the strategy real? If so, how am I as an individual contributor or my team supposed to execute on it?\u201d<\/li>\n<\/ul>\n
If the challenges sound familiar, join Balanced Scorecard Institute’s Vice President of Engagement\/Delivery and Sr. Consultant Joe DeCarlo<\/a>\u00a0for a 1-hour webinar to drill into Techniques for Strategic Thinking and Planning uncovering:<\/p>\n\n- How and why to use the techniques early in the strategy planning<\/li>\n
- How does each technique inform the organizations strategy<\/li>\n
- How to measure the success of each technique<\/li>\n
- What benefits will be derived from the success of each technique<\/li>\n<\/ul>\n
Where Do You Stand Against Other High-performing Organizations?<\/span><\/strong><\/p>\nIf you are interested in learning what your organization’s maturity level is then take our free Interactive Assessment<\/a><\/span>. You can evaluate your organization by scoring the level of performance on each of the five levels of strategic management maturity.<\/p>\n <\/p>\n
Download a copy of the presentation >><\/span><\/a><\/h3>\n <\/p>\n
When organizations gather to discuss the coming year\u2019s strategic plan, often the review team defaults to the typical tools used year after year to conduct the annual strategy review. While that process may have carried the organization\u2019s strategy in the past, there are more than enough signals that the organization must widen their view and understanding of drivers of change on the organization.<\/p>\nDoes your organization exhibit these strategy management challenges?<\/span><\/strong><\/h2>\n\n- An organization-wide strategy refresh comes out each year BUT<\/strong><\/span> \u2013 That strategy seems or appears to be a remake of the prior year\u2019s strategy even after the annual strategic planning session with no real new actions or plans for the future<\/li>\n
- Employees at the department level sense that something has to strategically change<\/span><\/strong> \u2013 They overhear executives talk about the organization strategy, but see no change in strategies attacking competitors and always feeling the organization is having challenges that originate from outside the organization that could have been fended off with a more informed strategy<\/li>\n
- Strategy communications are ineffective, nonexistent or do not tell the long view of the organization<\/span><\/strong> \u2013 Following the development of the initial organization-wide strategy, rumors abound that it might be expanding or fading away entirely. \u201cIs the strategy real? If so, how am I as an individual contributor or my team supposed to execute on it?\u201d<\/li>\n<\/ul>\n
If the challenges sound familiar, join Balanced Scorecard Institute’s Vice President of Engagement\/Delivery and Sr. Consultant Joe DeCarlo<\/a>\u00a0for a 1-hour webinar to drill into Techniques for Strategic Thinking and Planning uncovering:<\/p>\n\n- How and why to use the techniques early in the strategy planning<\/li>\n
- How does each technique inform the organizations strategy<\/li>\n
- How to measure the success of each technique<\/li>\n
- What benefits will be derived from the success of each technique<\/li>\n<\/ul>\n
Where Do You Stand Against Other High-performing Organizations?<\/span><\/strong><\/p>\nIf you are interested in learning what your organization’s maturity level is then take our free Interactive Assessment<\/a><\/span>. You can evaluate your organization by scoring the level of performance on each of the five levels of strategic management maturity.<\/p>\n <\/p>\n
Download a copy of the presentation >><\/span><\/a><\/h3>\n <\/p>\n
If the challenges sound familiar, join Balanced Scorecard Institute’s Vice President of Engagement\/Delivery and Sr. Consultant Joe DeCarlo<\/a>\u00a0for a 1-hour webinar to drill into Techniques for Strategic Thinking and Planning uncovering:<\/p>\n Where Do You Stand Against Other High-performing Organizations?<\/span><\/strong><\/p>\n If you are interested in learning what your organization’s maturity level is then take our free Interactive Assessment<\/a><\/span>. You can evaluate your organization by scoring the level of performance on each of the five levels of strategic management maturity.<\/p>\n <\/p>\n <\/p>\n\n
Download a copy of the presentation >><\/span><\/a><\/h3>\n