SME Lead

Steve is the world's foremost authority and leader in the Systems Thinking ApproachTM to Strategic Management (Planning-People-Leadership-Change). He has led Best Practices research, development and expansion of Strategy, Leadership and Systems Thinking concepts for more than 30 years.

Steve is a distinguished and prolific author with over 16 books and an 11 Volume Haines Strategic Management Reference Library in print. He is regularly invited worldwide to consult with progressive CEOs & their organizations. Steve is internationally known for his insightful, passionate and provocative keynote presentations at conferences and his facilitation of CEO and executive seminars.

He is the founder and CEO of the Haines Centre for Strategic Management which was up in 1990 now has Global Partners in over 20 countries around the world. He has been the CEO of two firms as well as EVP and SVP of two different large financial services firms. Www.HainesCentre.com

He is a graduate of the US Naval Academy with the Legendary Leadership Class of 1968 and is its class VP.

We are pleased to start a series on "Management Best Practices Research" presenting an overview of the 3 State-of-the-Art Best Practices Research Reports by the founder and CEO of the Haines Centre for Strategic Management- Stephen Haines

Background

This State-of-the-Art Best Practices Report is the result of a blend of three fundamental sources:

1. The Strategic IQ Audits that the Haines Centre conducts.

1. Our interpretation and translation of Others’ Best Practices Research (we do not perform original research ourselves).

3. Our consulting practices around the world in over 20 countries.

4 Our Interpretation and Translation of the Society of General Systems Research for over 50 years
(Now www.isss.org)

Strategic and Systems Thinking

The Top 12 Common Mistakes most organizations make in Strategic and Systems thinking and The Top 12 Best Practices that Can Replace Them

Part I

1. Thinking that Leadership Development is a list of skills to be learned
2. Thinking that Planning and Budgeting are a Yearly Ritual
3. Thinking that making culture change is a series of separate initiatives
4. Thinking that we know how what we do fits into the bigger picture

Part II

1. Thinking that we know how to identify and solve problems
2. Thinking that we know the full results of what we accomplish
3. Thinking that we know the answers to WIIFM (What’s in it for me) for others as well
4. Thinking that we know how to lead and manage our unit or department
5. Thinking that we know what Strategic Planning is and how to do it
6. Thinking that we know how to personally handle change successfully
7. Thinking that we know how to have groups and project members instantly become successful teams
8. Thinking that we understand how to make large-scale, enterprise-wide change

The Four Main Concepts from the Systems Thinking Research that are the basis for these 12 Best Practices Applications above are:

#1. The Seven Levels of Living Systems
#2. The 12 characteristics of Living Systems
#3. The basic ABC Simplicity of Systems Thinking
#4. The Rollercoaster of Change

Reinventing Strategic Planning

Top 12 Common Mistakes Most Organizations Make
and the Best Practices that Can Replace Them

Part I

1. “Begin with the end in mind” - Stephen Covey. Failure to understand the future
2. MOS: More of the Same due to a lack of understanding of a Strategic Management System
3. Failure to distinguish between a SWOT vs. Future Environmental Scanning
4. Platitudes and form over substance for Ideal Future Vision/Mission/Values Statements

Part II

1. Missing and not understood Marketplace Positioning - The Ph.D. of Strategy
2. Enshrining Activities vs. Linking Key Success Measures/Goals to the Vision
3. Ritualistic and meaningless SWOT Analyses vs. Best Practices Assessments
4. Confusion of Means and Ends regarding Goals, Objectives and Strategies
5. Importance and Lack of Shared Core Strategies for all Departments
6. Failure to Cascade Strategic Plans down to the Three-Year Business Plans for all Units
7. Failure to Cascade Planning and Accountability to all Employees
8. Lack of Ownership and Commitment by Senior and Middle Management

Leading Strategic & Cultural Change

The Top 12 Common Mistakes most organizations make in Leading Strategic and Cultural Change and the Best Practices that Can Replace Them

Part I

1. Lack of Execution through Monthly Change Leadership Team Meetings
2. Lack of Involvement of Key Stakeholders
3. Lack of Required Change Infrastructure
4. Missing the Players and Key Roles of Change

Part II

1. Missing the Organizational Capacity for Change
2. Ignoring the Power of Simplicity
3. Failing to Understand and Use the Rollercoaster of Change
4. Failing to Understand and Appreciate the Nature of Cultural Change
5. Mostly Focusing on Economic Alignment
6. Mostly Focusing on Cultural Attunement
7. Lacking Management Appreciation and Competencies in Leading Strategic and Cultural Change
8. Lacking the Culture of Discipline

I am confident that this insightful column will pave your way towards more dynamic system approach in your leadership in adapting global best practices in your ever evolving enterprise. The next issue onwards, we will have comprehensive and in-depth analysis of each state of art practices to enable and enrich you.