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January 27, 2009 - Prafulla Pande will conduct an interactive workshop, providing practical approaches to overcoming typical barriers experienced by small and mid-sized firms. [details]
May 21, 2007 – Prafulla Pande spoke about CEO Advantage™ at a session organized by Gujarat Chamber of Commerce in Ahmedabad, India.
Clients in Michigan & Ohio
Parochial schools are facing unprecedented challenges in today’s K-12 environment. Some of the main challenges are:
The pace of technological advances has radically changed our expectations, education, entertainment and even social behavior. Unfortunately the K-12 environment remains largely unchanged, operating in many ways as it did decades ago. Adopting a 'more of the same' strategy while expecting donations, fund raising and legislation to solve these problems may not be enough to survive and thrive.
Parochial schools face record budget shortfalls and are resorting to closures, layoffs, program reductions, consolidations and donations to balance budgets.
In this environment schools must not only manage day-to-day challenges but implement a process to evaluate and implement long-term strategies. Parochial schools have excelled in academics, sports, and faith based education. They must now navigate the current K-12 environment through effective strategic planning while continuing to excel.
Historically strategic planning in most schools has not been effective. Why? Usually because the plan is developed and there is no process that see it through completion.
Parochial School Executive Advantage™ (PSEA) is based on a process that is based on the CEO Advantage™ and adapted for parochial schools. This is a difficult and transformational process that can be successfully embraced only by schools committed to long-term excellence. Some of the things it accomplishes are:
Corporate vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends. It is a combination and alignment of core values, purpose, mission and the big hairy audacious goal (BHAG).
When the vision is articulated properly and shared it inspires and energizes the organization.
"Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe." - Winston Churchill
Strategic Intent is an organization's declaration and commitment to achieve its vision. Strategy is the way in which an organization orients itself towards its target customers to increase or sustain its market share. It is the way an organization plans to gain a sustainable advantage over the competition. It is the way an organization plans to achieve its vision.
Successful companies focus their efforts strategically. They think and plan long-term but execute short-term. All strategies and actions contained therein must align with the organization's vision.
"Having conceived oh his purpose, a man should mentally mark out a straight pathway to its achievement, looking neither to the right nor the left." - James Allen
Visions are achieved when strategies are implemented successfully. It is a proven fact that organizations do not fail for lack of vision and strategies. They fail for lack of execution of strategies. Execution is getting results from strategies. Successful execution requires identifying the important priorities and having the discipline to work on them without distractions day after day after day.
"Vision without action is a daydream. Action without vision is a nightmare." - Japanese proverb
Knowing you have a champion - an experienced business professional you can trust to guide you - helps keep you accountable and drives you to greater levels of performance. Coaching brings the advantages of facilitated thinking, consensus building and catalytic action to your vision, strategies and programs leading to desired outcomes.
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