EFFICIENCY AND IMPROVEMENT
Strategic Planning
The behaviours in the table below show how you can demonstrate the skill of Strategic Planning at each of the competency levels in which it appears. Click on the plus sign to show the behaviours at that level.
Level 4
- Creates, adds value to, and manages the implementation of organisation plan(s) across departmental boundaries to maintain organisation performance and success.
- Considers the impact of current and future external trends and markets, reacts quickly, and contributes to strategic forecasting, scenario, and strategic planning.
Resources
Below you will find learning resources to help you develop the skill of Strategic Planning. Click on the links to access the resources.
PDFs
Managing Complex Information
This PDF covers the ways in which we process information differently and how that can lead to miscommunication, even when we’re not aware of it. It describes the different levels at which we group information and how everybody works at different levels at any one time, following up with a technique to structure a meeting so that everyone is on the same page. This PDF is aimed at structuring information in a group.
Managing Time and Scope
This PDF covers the different levels of scope and range of time that people automatically prioritise and how that can cause conflict. For example, someone with a very immediate, detail focused approach will prioritise differently to someone with a long-term, broad vision. All focuses are important and cover one another’s blind spots.
This video explains the ways in which we process information differently and how that can lead to miscommunication, even when we’re not aware of it. It describes the different levels at which we group information and how everybody works at different levels at any one time. It shows you a technique to analyse and describe a topic so that everyone in a group can contribute, can clearly follow, and can be engaged.
Managing Time and Scope
This video explains how people automatically prioritise different levels of scope and range of time and how that can cause confusion and conflict. For example, someone with a very immediate, detail focused approach will prioritise differently to someone with a long-term, broad vision. All focuses are important and cover one another’s blind spots. Learn how to use this technique with a group or team and how to explain a complex topic to others.
ON THE JOB ACTIONS
Strategy
Read and/or watch Managing Time and Scope and Managing Complex Information to ensure that your construction of a long-term plan is efficiently done, and a good case is made e.g. using the Chunking Diagram to construct the information.
Make sure what you are doing is aligned to the business strategies by asking: What is the purpose of this? How does it link to the business priorities? What would happen if I didn’t do it? Ensure the same connection is made for projects/departments within your control. Hold cross function and customer meetings to exchange information, progress, problems, solutions, etc. to assist in planning.