Backwards planning & strategy planning gcdp all tiersAIESEC
1. Backwards planning involves assessing the current state of a program by analyzing key performance indicators (KPIs) like member numbers, sales meetings, matches, and realizations to identify gaps. This allows you to set goals and determine which KPIs to focus strategies on improving.
2. To develop strategies, you brainstorm projects involving both front office and back office teams that target the identified KPIs. Strategies are customized for different clusters and connected to growth in metrics like revenue, matches, and net promoter score.
3. Prioritization of strategies uses an impact/feasibility matrix to select the most effective projects to implement based on their ability to drive results and likelihood of success. This ensures resources
This document discusses effective lesson planning and design, specifically backwards design. It emphasizes the importance of setting clear and measurable learning objectives aligned to standards. The backwards design process is outlined as starting with defining the desired learning outcome, then developing assessments, and finally planning learning activities. An example is provided of modeling this process to plan a lesson on creating scaled bar graphs. Backwards design is contrasted with more traditional planning approaches that start with activities rather than desired learning outcomes.
The document outlines the components and elements of curriculum in the Philippine educational system. It describes the three levels of education - primary, secondary, and tertiary. The primary level aims to provide knowledge, skills, values for personal development and awareness of societal changes. The secondary level continues these aims and discovers student aptitudes. The tertiary level provides general education and trains professionals needed for national development through research. The document also discusses aims, vision, mission, goals, educational objectives, and the interrelationship between curriculum components like content, methods, and evaluation.
This document discusses logistics and supply chain management. It defines logistics as the process of planning, implementing, and controlling the efficient flow of goods, services, and information from origin to consumption according to customer demands. Supply chain management involves planning and coordination across organizations to deliver value to customers. The document outlines key aspects of logistics like transportation and warehousing as well as objectives like reducing costs and inventory. It also discusses supply chain drivers, processes, and the relationship between logistics and supply chain management.
The document discusses supply chain management (SCM). It defines SCM as the active management of supply chain activities to maximize customer value and achieve a competitive advantage. It describes key aspects of SCM including integrating suppliers, distributors and customers; using information systems to automate information flow; and setting objectives at strategic, tactical and operational levels to manage resources, scheduling and production planning. The document also outlines challenges in SCM like demand uncertainties and the bullwhip effect, and how information systems and software can help address these challenges by facilitating information flow, tracking orders and inventory, and enabling collaborative planning across the supply chain.
This document introduces backwards planning and provides steps for applying it when planning lessons. Backwards planning involves identifying the goal first, then determining the actions to reach it. When planning lessons, teachers should (1) identify the learning destination and assessment, (2) determine students' starting points, and (3) create a plan to efficiently guide students from start to goal. Checks along the way and flexibility to adjust are also important to ensure goals are met. Common pitfalls include lacking checks, activities not aligning with goals, sub-goals not leading to the main goal, and activities lacking purpose.
Backwards planning & strategy planning gcdp all tiersAIESEC
1. Backwards planning involves assessing the current state of a program by analyzing key performance indicators (KPIs) like member numbers, sales meetings, matches, and realizations to identify gaps. This allows you to set goals and determine which KPIs to focus strategies on improving.
2. To develop strategies, you brainstorm projects involving both front office and back office teams that target the identified KPIs. Strategies are customized for different clusters and connected to growth in metrics like revenue, matches, and net promoter score.
3. Prioritization of strategies uses an impact/feasibility matrix to select the most effective projects to implement based on their ability to drive results and likelihood of success. This ensures resources
This document discusses effective lesson planning and design, specifically backwards design. It emphasizes the importance of setting clear and measurable learning objectives aligned to standards. The backwards design process is outlined as starting with defining the desired learning outcome, then developing assessments, and finally planning learning activities. An example is provided of modeling this process to plan a lesson on creating scaled bar graphs. Backwards design is contrasted with more traditional planning approaches that start with activities rather than desired learning outcomes.
The document outlines the components and elements of curriculum in the Philippine educational system. It describes the three levels of education - primary, secondary, and tertiary. The primary level aims to provide knowledge, skills, values for personal development and awareness of societal changes. The secondary level continues these aims and discovers student aptitudes. The tertiary level provides general education and trains professionals needed for national development through research. The document also discusses aims, vision, mission, goals, educational objectives, and the interrelationship between curriculum components like content, methods, and evaluation.
This document discusses logistics and supply chain management. It defines logistics as the process of planning, implementing, and controlling the efficient flow of goods, services, and information from origin to consumption according to customer demands. Supply chain management involves planning and coordination across organizations to deliver value to customers. The document outlines key aspects of logistics like transportation and warehousing as well as objectives like reducing costs and inventory. It also discusses supply chain drivers, processes, and the relationship between logistics and supply chain management.
The document discusses supply chain management (SCM). It defines SCM as the active management of supply chain activities to maximize customer value and achieve a competitive advantage. It describes key aspects of SCM including integrating suppliers, distributors and customers; using information systems to automate information flow; and setting objectives at strategic, tactical and operational levels to manage resources, scheduling and production planning. The document also outlines challenges in SCM like demand uncertainties and the bullwhip effect, and how information systems and software can help address these challenges by facilitating information flow, tracking orders and inventory, and enabling collaborative planning across the supply chain.
This document introduces backwards planning and provides steps for applying it when planning lessons. Backwards planning involves identifying the goal first, then determining the actions to reach it. When planning lessons, teachers should (1) identify the learning destination and assessment, (2) determine students' starting points, and (3) create a plan to efficiently guide students from start to goal. Checks along the way and flexibility to adjust are also important to ensure goals are met. Common pitfalls include lacking checks, activities not aligning with goals, sub-goals not leading to the main goal, and activities lacking purpose.
The document is a presentation by Don Chalmers, president of SparrowHawk Consulting, discussing how non-profits can prepare for economic uncertainty. It addresses developing strategic plans, board governance, partnerships, and fundraising strategies. Key points include engaging stakeholders in planning, orienting new board members, collaborating with similar organizations, and proactively engaging with funders through meetings and compelling stories. The presentation provides checklists for organizations to evaluate their readiness and opportunities to strengthen operations during challenging economic times.
Robin Ray-Howett is the CTO of ReThink. The document discusses how businesses can balance focusing on reducing costs, improving productivity, and increasing flexibility while also nurturing identity, creating the future, and managing the business. It emphasizes embracing creative leadership, driving serial mastery, and extending peripheral vision to create the space for change.
The document outlines a strategic planning lab on strategic doing. It discusses the traditional linear model of strategic planning and proposes an emerging model of strategic doing that is more networked, collaborative, and focused on continuous civic engagement. The lab agenda includes examining the current state of strategic planning practice and emerging practices of strategic doing through workshops and exercises. Case studies are presented on strategic planning processes in various communities.
Concinnity strategic plan presentation_2013Bobbi Bilnoski
The document provides an overview of strategic planning for a Parks and Recreation department. It discusses assessing the current environment, identifying stakeholders, conducting a SWOT analysis, and developing a strategic plan with goals, activities, outputs, and outcomes. The purpose is to build on past successes and create a future vision and direction for the department.
1) The document summarizes an organizational management presentation given by Wendy Scott on topics including general management, branding and positioning, financial management, globalization, and strategic planning.
2) Key aspects of general management discussed include staff and volunteer training, defining core values and competencies, managing change and innovation, and developing internal and external metrics.
3) Branding and positioning involves environmental scanning to develop strategies, identifying the association's unique value proposition, and integrating the brand across all activities.
4) Financial management focuses on developing and managing budgets, good financial reporting, independent reviews and audits, investment policies, and internal controls.
Frederico Costa completed an individual report for the Live Projects 2012 module. The report summarized Frederico's role as team leader for the MDP Consulting group project with their client, Tempus Restaurant. As team leader, Frederico helped build the team, delegate tasks based on strengths, and motivate members. He contributed to developing products and services for the client. The reflection section describes how the project helped Frederico improve his leadership, project management, and business skills. It also discusses how he applied knowledge from other modules. The weekly log details the group's progress over time in meeting with the client and completing deliverables.
Steve Radcliffe Future-Engage-Deliver at MLS2013Steven Kinnear
The document discusses how leaders can make a bigger difference through engaging others and delivering results. It recommends that leaders (1) purposefully engage others rather than just communicate at them, building big relationships to enroll people in a shared vision and mission, (2) deliver more now by acknowledging progress and performance openly through robust dialogue, and (3) make the biggest difference by being "up to something" with conscious practice and a supportive team.
SynerVision is a nonprofit that provides strategic planning services to churches and other organizations through skilled consultants called "Wayfinders". These Wayfinders help transform organizations from a mentality of scarcity to abundance by developing a "Solution Map" to engage stakeholders, provide clarity of vision, and ensure the mission is fulfilled. SynerVision's unique value is providing these services without fees over a three-year period. They are seeking funding and partnerships to expand their impact and serve more organizations.
This document outlines a workshop on team dynamics and making teams work effectively. It discusses the Beckhard model for teams which focuses on goals, roles, and processes. Conflict within teams is also addressed, with interpersonal issues making up the largest source of conflict. The document provides exercises for teams to discuss goals, roles, processes, and ways to address issues through open communication. The overall message is that teams need clear goals and responsibilities to function well and overcome potential problems.
This document discusses branding and provides examples and lessons from branding a human and a social enterprise called Street Project Enterprises. It defines branding as providing meaning, direction and trust. It explains that branding involves understanding the link between a business and its brand, and learning the brand building process. Branding is likened to developing a human from birth through adulthood, with the mother as brand manager and father as brand leader. Internal branding is also discussed as important for ensuring consistency between a brand's identity and image. The case study of Street Project Enterprises positions it as a social enterprise focused on youth development with youthful style and values of passion, honesty and accountability.
The document discusses strategic planning for a cooperative (SACDECO). It outlines the expected outputs of strategic planning, including crafting vision, mission, and core value statements. It also discusses identifying key result areas, strategies, and objectives. The document emphasizes that strategic planning answers key questions: where the cooperative is currently, where it wants to be in the future, and how it will get there. It provides examples of strengths, weaknesses, opportunities, and threats analysis, as well as guidelines for creating a concise and inspirational vision statement.
Design thinking notes with explanation iSRINURAJU3
The document outlines the design thinking process, which includes gaining empathy for users, reframing problems from their perspective, generating and testing alternatives, and iterating based on feedback. It provides examples of companies that use design thinking and discusses how it has evolved from a focus on products to also address services. Design thinking is presented as a human-centered approach that supports innovation through creative, analytical and iterative methods.
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
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Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
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Examining a global NGO’s collective capacity to lead, featuring Patrick Sweet, Cindy McCauley, & Robert Burnside. 1) Identify groups whose shared work is central to the organization’s success. 2) Invite group members to complete the DAC survey about leadership outcomes in their group. 3) Compile and analyze responses from 920 individuals, and create focus groups for DAC best practices.
http://cop.ccl.org/connected/connect/webinar-archive/
The document discusses four common traps that prevent strategic plans from being implemented: 1) mismanaging people who do not follow the plan, 2) undermining personal motivation and ownership, 3) losing momentum due to daily operations, and 4) failing to accept real-world constraints. It provides examples and offers tips to avoid each trap, such as setting clear expectations, building shared visions of the future, establishing accountability checkpoints, and celebrating accomplishments. The overall message is that strategic plans require ongoing effort to implement and keep momentum if they are to have a meaningful impact on an organization.
How to avoid the 12 most common roadblocks to successful change implementatio...Daniel Feiman, MBA, CMC
The document outlines Daniel Feiman's presentation on avoiding the 12 most common roadblocks to successful change implementation. The presentation covers a case study of change failures, a change readiness assessment activity, identifying the "dirty dozen" roadblocks, and tools to avoid these roadblocks. The goal is to help organizations successfully implement change initiatives.
The document discusses the cost of not innovating for businesses. It notes that failure to innovate can lead to a business being overtaken by more innovative competitors and becoming obsolete. It provides examples of companies like Yell, Borders, and Blockbuster that failed to innovate and were disrupted. Additionally, it finds that of the Fortune 500 companies in 1955, only 13% remained on the 2011 list, meaning 87% failed due to issues like not innovating.
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The document is a presentation by Don Chalmers, president of SparrowHawk Consulting, discussing how non-profits can prepare for economic uncertainty. It addresses developing strategic plans, board governance, partnerships, and fundraising strategies. Key points include engaging stakeholders in planning, orienting new board members, collaborating with similar organizations, and proactively engaging with funders through meetings and compelling stories. The presentation provides checklists for organizations to evaluate their readiness and opportunities to strengthen operations during challenging economic times.
Robin Ray-Howett is the CTO of ReThink. The document discusses how businesses can balance focusing on reducing costs, improving productivity, and increasing flexibility while also nurturing identity, creating the future, and managing the business. It emphasizes embracing creative leadership, driving serial mastery, and extending peripheral vision to create the space for change.
The document outlines a strategic planning lab on strategic doing. It discusses the traditional linear model of strategic planning and proposes an emerging model of strategic doing that is more networked, collaborative, and focused on continuous civic engagement. The lab agenda includes examining the current state of strategic planning practice and emerging practices of strategic doing through workshops and exercises. Case studies are presented on strategic planning processes in various communities.
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The document provides an overview of strategic planning for a Parks and Recreation department. It discusses assessing the current environment, identifying stakeholders, conducting a SWOT analysis, and developing a strategic plan with goals, activities, outputs, and outcomes. The purpose is to build on past successes and create a future vision and direction for the department.
1) The document summarizes an organizational management presentation given by Wendy Scott on topics including general management, branding and positioning, financial management, globalization, and strategic planning.
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4) Financial management focuses on developing and managing budgets, good financial reporting, independent reviews and audits, investment policies, and internal controls.
Frederico Costa completed an individual report for the Live Projects 2012 module. The report summarized Frederico's role as team leader for the MDP Consulting group project with their client, Tempus Restaurant. As team leader, Frederico helped build the team, delegate tasks based on strengths, and motivate members. He contributed to developing products and services for the client. The reflection section describes how the project helped Frederico improve his leadership, project management, and business skills. It also discusses how he applied knowledge from other modules. The weekly log details the group's progress over time in meeting with the client and completing deliverables.
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The document discusses how leaders can make a bigger difference through engaging others and delivering results. It recommends that leaders (1) purposefully engage others rather than just communicate at them, building big relationships to enroll people in a shared vision and mission, (2) deliver more now by acknowledging progress and performance openly through robust dialogue, and (3) make the biggest difference by being "up to something" with conscious practice and a supportive team.
SynerVision is a nonprofit that provides strategic planning services to churches and other organizations through skilled consultants called "Wayfinders". These Wayfinders help transform organizations from a mentality of scarcity to abundance by developing a "Solution Map" to engage stakeholders, provide clarity of vision, and ensure the mission is fulfilled. SynerVision's unique value is providing these services without fees over a three-year period. They are seeking funding and partnerships to expand their impact and serve more organizations.
This document outlines a workshop on team dynamics and making teams work effectively. It discusses the Beckhard model for teams which focuses on goals, roles, and processes. Conflict within teams is also addressed, with interpersonal issues making up the largest source of conflict. The document provides exercises for teams to discuss goals, roles, processes, and ways to address issues through open communication. The overall message is that teams need clear goals and responsibilities to function well and overcome potential problems.
This document discusses branding and provides examples and lessons from branding a human and a social enterprise called Street Project Enterprises. It defines branding as providing meaning, direction and trust. It explains that branding involves understanding the link between a business and its brand, and learning the brand building process. Branding is likened to developing a human from birth through adulthood, with the mother as brand manager and father as brand leader. Internal branding is also discussed as important for ensuring consistency between a brand's identity and image. The case study of Street Project Enterprises positions it as a social enterprise focused on youth development with youthful style and values of passion, honesty and accountability.
The document discusses strategic planning for a cooperative (SACDECO). It outlines the expected outputs of strategic planning, including crafting vision, mission, and core value statements. It also discusses identifying key result areas, strategies, and objectives. The document emphasizes that strategic planning answers key questions: where the cooperative is currently, where it wants to be in the future, and how it will get there. It provides examples of strengths, weaknesses, opportunities, and threats analysis, as well as guidelines for creating a concise and inspirational vision statement.
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The document outlines the design thinking process, which includes gaining empathy for users, reframing problems from their perspective, generating and testing alternatives, and iterating based on feedback. It provides examples of companies that use design thinking and discusses how it has evolved from a focus on products to also address services. Design thinking is presented as a human-centered approach that supports innovation through creative, analytical and iterative methods.
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The document discusses four common traps that prevent strategic plans from being implemented: 1) mismanaging people who do not follow the plan, 2) undermining personal motivation and ownership, 3) losing momentum due to daily operations, and 4) failing to accept real-world constraints. It provides examples and offers tips to avoid each trap, such as setting clear expectations, building shared visions of the future, establishing accountability checkpoints, and celebrating accomplishments. The overall message is that strategic plans require ongoing effort to implement and keep momentum if they are to have a meaningful impact on an organization.
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Creating the future from the future (asp april 2012) (12 04-12)
1. Creating the Future from
the Future
Implementing
Breakthrough
Strategic Planning
Association for
Strategic Planning
April 10, 2012
Ivan Rosenberg Daniel Feiman
Frontier Associates Build It Backwards
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 1
2. A high-functioning organization =
people inspired by the same future.
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 2
3. Creating that future is
leadership’s job.
Leadership is creating the
possibility of a future that
wasn’t going to happen
anyhow
AND
enrolling others into taking
action to fulfill that future
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 3
4. Today most planning is from
the Past/Present
Best Case
A Plan
Worst Case
Past Now
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 4
5. Planning from the Past is
based on the Past.
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 5
6. Getting buy in is tougher when
Planning from the Past
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 6
7. Horizon is typically 3-5 years
when Planning from the Past
If you are a whale oil producer, you
won’t see the electric bulb coming.
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 7
8. Instead, we suggest Creating
the Future from the Future.
Vision
How we
achieved
the Vision
Past Now
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 8
9. Produces inspiration and a
future of breakthroughs
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 9
10. Workforce buy in is
automatic.
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 10
11. Horizon is typically decades.
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 11
12. Creating the Future From the
Future yields exceptional results
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 12
13. Tactical Strategic
Planning Planning
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 13
14. #1: The Importance of
Commitment
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 14
15. The first stonecutter was in action
cutting stone.
4/10/12 (c) 2012 Frontier Associates, Inc. & Build It Backwards 15
16. The second stonecutter had a goal of
cutting two stones a day.
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17. The third stonecutter had a commitment to
honor God by building a cathedral.
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18. Are Your People Working
Toward…
Actions: movement, something that is
happening (I’m cutting stones).
Goals: a condition that someone
intends to be true by a specific time
in the future (I cut two stones/day).
Commitments: a state of being
emotionally impelled (I’m building a
cathedral to honor God).
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19. The Fundamental Commitment
of Human Beings
To survive
– Physically
– To leave a legacy
“To make a difference with my life.”
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20. The Purpose of Organizations
The one and only purpose of an
organization is to give people the
opportunity to experience making a
bigger difference than they could as
individuals.
– The difference an organization was
created to make (is committed to
making) is called its vision.
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21. Building a Very Successful
Organization
In Built to Last, Collins and Porras assert a
key step in building a very successful
organization is to articulate a core
ideology, i.e.,
– A Purpose: the organization’s fundamental
reasons for existence.
• The difference it was created to make (Vision)
• How it will make this difference (Mission)
– Core Values: a small set of guiding
principles, guidelines on behavior, not to be
ever compromised.
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22. Building a Very Successful
Organization*
Human Commitment to make a difference
Organizations provide an opportunity to make a big
difference
Very successful organizations are clear about the
difference they were created to make (vision) and
how they will do that (mission and strategic plan)
Very successful organizations are clear about
necessary guidelines on behavior to accomplish
their mission (core values)
* For more on this, refer to Chapter S: Strategic Planning, in THE
Book on Business from A to Z
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23. #2: Create an Inspiring Vision
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24. If you want to build a ship, don’t gather
your people and ask them to provide
wood, prepare tools, assign tasks…
Just call them together and raise in
their minds the longing for the endless
sea.
- Antoine de Saint-Exupery
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25. Organizational Visions
(Commitments)
The W.M. Keck Observatory is committed
to creating a world in which all humankind is
inspired and united by the pursuit of
knowledge of the infinite variety and
richness of the Universe.
A world in which everyone has a stable and
enriched quality of life.
A world in which space enhances the human
experience for all.
A safe and clean environment for all
generations.
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26. Literature Support
“Companies that have risen to global
leadership..invariably began with
ambitions that were out of all
proportions to their resources and
capabilities.”
- Gary Hamel and C.K. Prahalad, “Strategic
Intent,” Harvard Business Review
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27. #3: Create Vision by
Thinking Out of the Box
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28. Exercise: 9 Dots Puzzle
Connect all nine dots, drawing only four
straight lines without lifting your writing
instrument from the paper (tracing counts as a
line). If you know how to do it with four lines,
take the challenge of doing it with three, two,
one or zero lines.
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29. Use the Michelangelo Approach to
support thinking out of the box.
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33. Four Conditions for Consensus
1. The leader trusts the group.
2. All participants prefer that the group
reaches a new result rather than
remaining with the status quo.
3. The group has experience with
consensus before the major decisions.
4. The facilitator is committed to
consensus.
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34. #7: Establish a Structure of
Support
A structure, external to
people’s memories or good
intentions, that supports
the accomplishment of a
commitment, goal, or
promise.
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35. A Process for Creating the
Future from the Future
Vision
Missing
Strategic Possibility
Goals
Mission Obstacle
Belief
Core &
Goal How we achieved
Values
the Vision
Past Now
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36. W.M. Keck Observatory
Vision: A world in which all humankind is inspired
and united by the pursuit of knowledge of the
infinite variety and richness of the Universe.
Obstacle Belief: Astronomical discoveries are
irrelevant to a typical person’s daily life, and
thus aren’t really important.
Missing Possibility: The possibility that scientific
discoveries can enrich every person’s life.
Mission: We advance the frontiers of astronomy
and share our discoveries to inspire the
imagination of all.
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37. W.M. Keck Observatory
Core Values
Safety: We hold as paramount the safety and health of
Observatory personnel and equipment and that of our natural
environment.
Integrity: We, as individuals and as an organization, make
promises carefully and keep them unequivocally.
Respect: We respect all human beings and treat them with
dignity. We respect the unique natural and cultural environment
that is Hawai'i.
Discovery: We honor and nurture discovery scientific, technical
and personal. Discovery lies at the very heart of our mission.
Service: We proudly serve each other, our community and those
who use the Keck telescopes, assuring that telescopes and
instruments are fully operational for every night's observing.
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38. Nominated for Global eBook of the Year
http://goo.gl/Gjmz8
More can be found in “S”:
“Strategy”
Amazon
(http://goo.gl/GTV04)
or
Kindle
(http://goo.gl/9XWO6)
Nominated for Global
eBook of the Year
(http://goo.gl/Gjmz8)
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39. Creating the Future from
the Future
Ivan Rosenberg
Frontier Associates 818-505-9915
www.frontier-assoc.com
irosenberg@frontier-assoc.com
Daniel Feiman
Build It Backwards 310-540-6717
www.BuildItBackwards.com
dsfeiman@BuildItBackwards.com
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