Why do so many strategic plans end up collecting dust? Organizational leaders feel they should have good plans - and they are right. Private firms, government agencies and non-profits are all facing an uncertain future, whether the task is to impress potential investors, chart a path towards profitability, or fight for funding. Moreover, lack of planning is shown to be among the top reasons for business failure. And yet strategic planning, if done at all, is often a bland re-hash of familiar issues. It is frustrating when prepared plans set high expectations, but then are not even implemented. Embarrassingly, the effort has produced nothing but a dust collector. I have seen this problem first hand - and solved it - not only as a consultant, but as a senior manager in public and private settings. I facilitated the effective implementation of organization-wide risk management programs (praised by the provincial Auditor General). As innovation specialist and director of strategic planning, I helped lead a manufacturing firm to win the Chamber of Commerce Business of the Year Award. It was knowledge hard won. After years of study, field research and dozens of client engagements, I finally arrived at a refined and careful method, and formulated it for publication to share with others.I am convinced: planners must follow a structured method that takes into account not only the different types and purposes of planning (a distinction rarely made!) but also the principles of effective program implementation. These success factors are proven in studies, but do not seem to be part of management training. And yet strategic planning, properly done and executed, can transform the culture and propel the organization to success. Using this book, you will: - gain clarity about exactly what you're trying to plan, instead of mixing up types of plans; - focus the discussion and streamline the process; - feel confident that your planning steps are in the right order; - engage managers and staff, build teams, and transform a negative culture; - conquer the "implementation gap", link to the real business, and reverse program failure. This book is a fast read, 70 pages, complete with diagrams; templates; references; quotes from industry practitioners; and index. Starting with an iron-clad positive case for doing strategic planning, I then show the practical steps. Take my advice, too, on the role of the planning champion and how to facilitate the process. If you can organize and<