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Corporate Planning Process Manual ↓ (by Mike Kami)

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V Corporate Planning Process Manual (by Mike Kami)
Click triangles at left of topic to expand or contract the topic. Topics without subtopics only have bullets.
V Introduction
V Concepts of Planning
* Planning Rationale
* Scope of Planning Process
* Responsibility for Planning
* Levels of Planning
V Practice of Planning
* Chief Executive's Commitment
* Goal-Oriented Climate
* Need for an Integrated Planning System
* Responsibility for Coordination of Planning
V Instructions for the Use of Manual
* Systematic Approaches and Premises
* Thinking Modes and Sequence of Process
* Implementation Steps and Cautions
* Communications, Coordination, Motivation
V Corporate Planning Process
* Definitions and Descriptions
* Situation Analysis and Strategy Review
* Action Plans and Annual Plan
* Annual Planning Cycle
V Process
V Phase A-Development of Objectives
> Where are we ?
> Where are we going?
> Where can we go?
> Where might we go?
> Where do we want to go?
V Phase B-Strategy
> What Could We Do?
> What Should We Do?
V Phase C-Implementation
> Business Activities
> Human Equation
> Funds/Time Requirements
> Functional Impact
V Phase D-Departmental/Functional Planning
> Direct Business Activities
> Indirect Business Activities
* Other Functions
V Phase E-Control
> Management Reports
> Quantitative Variance Analyses
> Program Assessment
V Methodology
V Key Techniques
> Clue Planning
> Gap Analysis
> PIP (Program Implementation Planning)
V Control of Planning Process
> Scheduling
> Plan Preparation
* Appendix

 

 

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“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

 

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These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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