JACK MIXNER
MODULE 1. ENTERPRISE APPROACH TO STRATEGIC
PLANNING
    Done correctly, strategy flows throughout the organization.
    Choose Your Team. Why choosing the team is more  
    important than choosing your strategy. Why you choose the
    team first. Train the Team. Process for strategic planning is
    important. Learn what to do – and what not to do. Learn
    the different types of strategic planning and which one to
    apply to your organization. Set the Strategic Pace. Learn
    why pace is so important. Early on, discover why moving
    too quickly may slow the process. Learn why, later on, a
    faster pace makes for better results. Measure Results. Learn
    what to measure and when. How to interface the plan to
    Project Management.

MODULE 2: THE CORPORATE STRATEGIC PLAN
    Determine Corporate Values. Discover which values are
    most important to your company. Why are values so
    important to future success. Set the Company Mission
    Statement. Done correctly, it sets direction far into the
    future. Derive the Company Vision Statement. How far
    into the future do you look? Set the Strategy. What strategy
    makes sense for your organization? Why? How do you
    implement the Plan? What to expect now, and in the
    future. How to interface the plan to Project Management.

MODULE 3: THE DIVISION STRATEGIC PLAN
    Choose Your Team. This time you use a different team.
    Who do you include? Train the Team. How to give the
    information they need without stalling the process. What is
    important now – and what can wait for later? How does the
    Division Plan fit into the Corporate Plan? What are your
    Key Strategic Areas? Why are they important? Are they
    different from your competition? What are your Long Term
    Objectives? What is an objective? How is it different from
    the Vision? What is a Strategic Action Plan? How is it
    derived? What comes first? What isn’t important? What are
    the mine-fields that waste time? How do you implement
    the plan? How do you measure accountability? How to
    interface the plan to Project Management.

MODULE 4: THE DEPARTMENTAL STRATEGIC PLAN AND
PERSONAL STRATEGIC PLANNING
    Is this team different from the Corporate and Divisional
    teams? Why? Who else needs to be included? When? What
    are your Key Results Areas? Are they similar to the Key
    Strategic Areas? How do you make them work together?
    What are your departmental Critical Issues? How do you
    decide quickly what they are without bogging down the
    process? How do you include the entire company in the
    process? What are your Key Performance Indicators? How
    will you know when things aren’t going according to plan?
    How will you correct things as you proceed? What are your
    Departmental Objectives? What do you measure? What
    don’t you worry about? How do you put the plan into
    action? How often do you review what is happening? How
    do you make corrections? Finally, what is you Personal
    Strategic Plan? How do you interface it with the Company
    Plan? Which take precedence?

BIBLIOGRAPHY

    Morrisey, George. A Guide to Strategic Thinking. Building Your
    Planning Foundation. Jossey-Bass. 1996.

    Morrisey, George. A Guide to Long-Range Planning. Creating
    Your Strategic Journey. Jossey-Bass. 1996.

    Morrisey, George. A Guide to Tactical Planning. Producing Your
    Short-Term Results. Jossey-Bass. 1996.
CERRITOS COMMUNITY COLLEGE

CERTIFICATE IN ENTERPRISE STRATEGIC PLANNING
Certificate in Enterprise Strategic Planning on Completion.
Interfaces with the Certificate in Project Management
1+714.673.8578        JackMixner@MixnerStrategy.com