Strategic Planning - A Pragmatic Guide by John H Dobbs & John F Dobbs

Author:John H Dobbs & John F Dobbs [Dobbs, John H]
Language: eng
Format: azw3
Publisher: UNKNOWN
Published: 2016-02-15T05:00:00+00:00

Chapter 5 – Vision & Mission Alignment

Key Thoughts & Takeaways

Before proceeding to the next chapter, please take a few minutes to think about the following with your organization in mind:

What are my key takeaways from this chapter?

What issues have I observed in my company or organization?

What are the implications for my organization?

6. Values, Culture, & Organization

Culture eats strategy for breakfast!

– Peter Drucker

Earlier we stated, “Strategic planning is always done in the context and under the influence of the organization’s values, culture, and structure. Naturally, the plan inevitably reflects these. In some organizations, values and culture need to be addressed or perhaps even re-defined to put a strategic plan in place that is authentic from a values and culture perspective.” In others, the organization’s culture and values are already firmly in place.

Although it may seem an interruption to consider Values, Organization Structure, and Culture when we have progressed through only three of the five elements of the pragmatic strategic planning model, we actually view it as somewhat irresponsible to move beyond vision and mission alignment without beginning to address these three intangible areas. Values and Culture in particular will impact the strategy of the business – and perhaps even more so, its ability to execute that strategy.

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