The document outlines an organizational planning process focused on synergy, alliances, and intentional change. It discusses developing strategic direction and operational execution plans to achieve performance targets. Key elements include assessing strengths/weaknesses, external trends, capabilities, operations, human capital, and implementing projects and communication to support the change journey.

2. Cultural Creatives
Organizations form because
Do you want to be lost in
the chatter, or lead the
someone is driven by the belief dialogue?
that it serves as change agents Essence
in the lives of the individuals,
communities, groups.
Strategy and Execution
Mission
Vision
Lead Voice
Listen
Respect
Reflect Integrity Quality

3. Plan Execute Plan Execute Plan Execute
Initiate Initiate Initiate
• Integrated Planning
Process Control Control Control
Feedback
Strategic Planning Business Planning Budget (Annual)
Planning
Organization Operational Communication
Value Excellence
• Continuous Synergic
Process Business
Value
Organizational
Effectiveness Strategy Link

4. Connection and the Intentional Change Process
Choice
Realignment Change
Reciprocity
Point
Intentional
Change
Synergy Growth Cycle Start-up
Uniting Creatives success depends upon Synergy, Alliances, Change

5. Business Strategic Operations Business Strategy
Diagnosis Direction Direction Architecture
Implementation
• What are the • What is our strategic • What are the performance • What are the business • What operational • What are the key
organization intent? targets for the operational capabilities required to areas will be projects and overall
strengths and • What is our strategic areas of focus? support the operating focused on? release strategy?
weaknesses? response? • What customer segments vision and how do • How will operations • Who are the business
• What are the key will we target? they contribute to success be defined
• Are our goals and performance process owners and
external forces and and measured?
trends affecting the
strategies aligned? • What service offerings will objectives? which of our “best
organization? • What is our capacity we provide? • What is the overall people” will we dedicate
to change? • What geographical areas • What existing business plan to to the effort on a full
• Who are our primary capabilities can be achieve these time basis?
• What is the will we serve?
competitors? What leveraged in the new objectives?
are their strengths/ compelling value • What are our distinctive operating model? • How can we quickly
weaknesses? proposition that we competencies? • To what extent achieve benefits to build
will offer the • How should processes does the annual momentum?
• Who are our key • What are strategic plan/ budget
marketplace? be designed to better
external stakeholders operating alternatives for achieve performance support the • How will we manage
and how are they • What are our areas of focus? business plan? the change journey?
objectives?
trending? performance targets?
(volumes, revenues, • What alliances are • How should human • How significant is • How will we support
• What are the key required to complete the the change? What stakeholders through
capital investments, capital be structured,
forces that drive our operating expenses, operating vision? is our capacity to the change process?
performance? aligned, and managed
margins, etc.) • What are best to deliver exceptional change?
• What operating opportunities based on performance? • What are the
• Who will we compete
problems/ issues with and how are decision criteria? potential barriers to
does organization • How implementable is implementation?
they likely to • What are competencies the business
currently face (what respond?
are key issues to be associated with/affected architecture?
investigated)? • What are the key by alternatives?
assumptions that we
• What are the risks are basing our
and constraints that strategy on?
will affect the change
journey?

6. New
Modified
Extend
the
Sustain Core
the
Existing
Core
Members New Mavericks New Global Issues