By Verne Harnish
What are the underlying handful of basics that haven't replaced for over 100 years? From Harnish's recognized "Mastering a One web page Strategic Plan" procedure that has been a best-selling article on the internet to his concise define of 8 sensible activities you could take to bolster your tradition, this booklet is a compilation of top practices tailored from a number of the best-run corporations on this planet. incorporated is an instructive bankruptcy co-authored via wealthy Russakoff, revealing profitable strategies to get banks to finance your small business. finally, there are case stories demonstrating the validity of Harnish's sensible methods.
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Additional info for Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm
A sample completed plan (Figure 3-3) can be found at the end of this chapter. com Website you may download an editable Word document; print it out and fill it in by hand. When you print it out, place the 1st page to the left of the 2nd page, giving you a continuous, single-page document on an ll-by-17-inch piece of paper. If you don't want to do this right now, read through the rest of this chapter to give you a sense of the language and process I suggest for defining a whole vision. A vision is a dream with a plan.
Most important, you've got to keep it simple. Who has time to read-let alone develop-packets and pamphlets of forgettable prose? You've got to boil your expression of strategic might down to one powerful, useable, post-able, and thoroughly unforgettable page. Meet the strategic framework that works best for emerging companies. It's called the Planning Pyramid (Figure 3-1). As a consultant to Mastering a One-Page Strategic Plan 31 Figure 3-1 The Planning Pyramid: A Strategic Framework Goals Targets Purpose Core Values 1% Vision, 99% Alignment growing companies of all stripes and types for more than 20 years, I've seen what works in establishing an effective vision and I have incorporated these best practices into a concise tool.
Though the titles may vary, it's this fundamental troika serving under the CEO that makes an effective organization. Mastering the Right People Doing ti,e Rigllt Things Right 2S Taking the model further, on the Right Things side you strive to achieve three outcomes: get, keep and grow all three relationships. To do this, you need to figure out what basic needs you can fill for a certain group of customers in a way that differentiates you from the competition and then what competencies your people need to meet those needs so that value is created for the shareholders.