1. Dale Carnegie Training®
Strategic
Planning
and Innovation
to Overcome
Crisis
ISO-405-PD-EV-1015-V1.1

2. Objectives
• Interrupt the pattern
• Reverse the model
• Challenge our plans
• Thought provoke
• Engage the team

3. Conditioning Our Thinking
Nuclear Disaster Exercise

4. Tyranny of the Urgent
Urgent Not Urgent
Important Important
Urgent Not Urgent
Not Not
Important Important

5. Elements in Strategic Planning
• Vision
• Mission
• Values & Ethics
• Strategic Intent
• Core Competencies

6. Strategic Intent Exercise
• Paint a vivid, clear picture
• Describe a hopeful short-term future
• Use expressions and descriptors
• Use present tense language and ideas
• Identify realistic aspirations
• Align with vision, mission, values

7. SWOT/SCOT Analysis
Strengths
Weaknesses
Opportunities
Threats

8. SWOT Analysis
Strengths Weaknesses
Opportunities Threats

9. Blue Ocean
Blue Ocean Strategy

10. Isolate Core Competencies
• What do we do best?
• How do we differ from our competition?
• What is the uncontested market place for
us?
• What will get us to our strategic intent?

11. Team Commitment

12. Dale Carnegie Training®
Manage
Change
Effectively
http://youtu.be/tzlKoYLzdFo
ISO-405-PD-EV-6200-V1.1

13. Objectives
• Avoid the most common
change management mistakes
• Understand a model for change
• Define the type of change
currently occurring in the
organization
• Manage ourselves and others
during organizational change

14. 8 Common Change Management Mistakes
1. Too much change in too short a timeframe
2. Lack of a long term change vision and strategy
3. Not making a convincing case for change
4. Limited individual skills

15. 8 Common Change Management Mistakes
5. Shortage of organizational resources
6. Leadership resistance to changing roles
7. Failing to integrate and align all change
initiatives
8. Poor follow through, measurement, and
monitoring of change outcomes

16. The Change Model
Step 1:
Establish a
Motivation
for Change
Step 2:
Analyze the
Situation
Step 6: Step 3:
Adopt or Adjust Plan the Direction
Step 5: Step 4:
Review the Implement the
Direction Change

17. Dale Carnegie Training®
Innovation
ISO-405-PD-EV-6003-V1.1

18. Today’s Business Reality
More ...
Better ...
Faster ...
http://youtu.be/NugRZGDbPFU

19. Change is Everywhere
•A weekday edition of your local daily newspaper contains more
written information than the average person in the 17th century was
likely to come across in his or her entire lifetime.

20. Proactive Growth & Improvement
Two key areas of focus
Continuous Improvement Breakthrough Leaps
Critical for growth Often not a priority
Personal & Business Harder to visualize
Based on the past Not based on past
More … methods or thinking
Less … Based on the future
Faster … and starts by asking:
Better of the same “What’s possible?”

21. Innovation is not being
brilliant, it’s being
conscientious. It’s not looking at
needs alone, but looking at
need and opportunity.
—Peter F. Drucker
Leader to Leader

22. The Thinking Mechanism
Green-Light Thinking Red-Light Thinking
Deferred
Judicial
judgement
Brainstorming Decision making
Focus on quantity Follows green-light
Idea fluency Focus on quality
The Key: Always Separate Them!

23. The 9-Step Innovation Process
Visualization Picturing the “Should Be” (ideal future)
Fact finding
Determining the “As Is”
Problem/OFI finding
Identifying & prioritizing
Idea finding
Product Green-Light thinking for ideas
Service Solution finding
Red-light to determine best solution
Dept Acceptance finding Gaining approval and support
Implementation
Putting solutions into action
Follow-up Monitoring implementation
Evaluation Identifying and assessing end results

24. The 9-Step Innovation Process
Visualization Create a
“Should Be” picture
Fact finding
Problem/OFI finding Time
Idea finding
Product
Service Solution finding
Dept Acceptance finding
Implementation
Follow-up Cost Quality
Evaluation

25. The 9-Step Innovation Process
Visualization
Collect the facts!
Fact finding
Problem/OFI finding What?
Idea finding
Product Who? When?
Service Solution finding
Dept Acceptance finding Where?
Implementation How?
Follow-up Why?
Evaluation

26. The 9-Step Innovation Process
Visualization Problem or Opportunity Finding
Fact finding
Analyze the facts
Problem/OFI finding
Create a problem or
opportunity statement
Product Idea finding
Identify the root cause of problems
Service Solution finding
Phrase problems using
Dept Acceptance finding inclusive language
For opportunities ask:
Implementation
IWWCW…
Follow-up
“In what way can we…?”
Evaluation

27. The 9-Step Innovation Process
Visualization
Promote idea fluency
Fact finding
Problem/OFI finding
Permit no judgmental statements
Product Idea finding
Service Solution finding
Encourage quantity of ideas
Dept Acceptance finding
Implementation
Write ideas before sharing
Follow-up
with the group
Evaluation

28. The 9-Step Innovation Process
Visualization
Fact finding
Consensus
Problem/OFI finding
Product Idea finding
Service Solution finding Majority Rule
Dept Acceptance finding
Implementation
Follow-up
The Criteria Method
Evaluation

29. The 9-Step Innovation Process
Visualization
Fact finding
Problem/OFI finding A plan to get support
Product Idea finding from decision
makers, users and
Service Solution finding
those who will be
Dept Acceptance finding
affected by the
Implementation innovation changes
Follow-up
Evaluation

30. The 9-Step Innovation Process
Visualization
Fact finding
Problem/OFI finding
A mini-plan that
Product Idea finding
describes the overall
Service Solution finding strategies necessary to
Dept Acceptance finding achieve the “should
be” or vision
Implementation
Follow-up
Evaluation

31. The 9-Step Innovation Process
Visualization
Fact finding
Problem/OFI finding
Product Idea finding
Set up 30, 60, 90 day
Service Solution finding
follow-up meetings
Dept Acceptance finding
Implementation
Follow-up
Evaluation

32. The 9-Step Innovation Process
Visualization
Fact finding
Problem/OFI finding
Go back and measure
Company Idea finding
the results to see if it
Product Solution finding should continue as is
Service Acceptance finding or be modified for
further success
Implementation
Follow-up
Evaluation