Full Description
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.
Contents
Part 1 SECTION 1: SHORT TERM LEADERSHIP FOR LONG TERM VIABILITY
Chapter 2 Chapter 1: Short term leadership for long term viability
Chapter 3 Chapter 2: The pathway to long term viability
Chapter 4 Chapter 3: The new leadership skill set
Part 5 SECTION 2: DECONSTRUCTING DECISION MAKING
Chapter 6 Chapter 4: The current practice of long term planning
Chapter 7 Chapter 5: Deconstructing the process to demonstrate the fallacy
Chapter 8 Chapter 6: The future is never accurately predicted
Part 9 SECTION 3: PLANNING IN REVERSE
Chapter 10 Chapter 7: The I-process-
Chapter 11 Chapter 8: Implication scan-
Chapter 12 Chapter 9: Impact evaluation
Chapter 13 Chapter 10: Recommended action plans
Chapter 14 Chapter 11: Implementation plans
Chapter 15 Chapter 12: Integration plans
Part 16 SECTION 4: LEARNING IN REVERSE
Chapter 17 Chapter 13: How to retrain strategic leaders in the Planning in Reverse process
Chapter 18 Chapter 14: Understanding the switch from long term planning to long term viability
Chapter 19 Chapter 15: Short sighted leadership provides long term viability
Part 20 SECTION 5: REVERSE PROCESS PLANNING
Chapter 21 Chapter 16: Develop a realistic timeline
Chapter 22 Chapter 17: The instrument utilized to identify areas of concern
Chapter 23 Chapter 18: The process needed to train new PIR leaders
Chapter 24 Chapter 19: The ongoing instrument to continue PIR
Chapter 25 Chapter 20: The intended results
Part 26 SECTION 6: APPENDICES
Chapter 27 Appendix A: Forms
Chapter 28 Appendix B: Full Example
