Introduction to the Special Issue on Using Societal Value Added as

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					Performance Improvement Quarterly, 18(3) pp. 3-5

Introduction to the Special Issue on Using
Societal Value Added as the Practical Alternative
to Conventional Failure

Roger Kaufman
Mariano Bernárdez
Guest Editors


    All of us, individually and our      tical experiences presented in this
organizations, are simply means          Special Issue. The article introduces
to societal ends. As Professor Dale      the concepts and tools including
Brethower points out, “If you are not    the Organizational Elements Model
adding value to society you are likely   (OEM), Six Critical Success Factors,
subtracting value from society.”         the Six-Step Problem-solving model,
    When tomorrow’s child is the         and a Megaplanning framework that
starting referent for planning and       describes its three phases: Scoping,
thinking, it is called Mega Planning.    Planning, and Implementation.
While this orientation seems odd            In “Mega Planning in Population,”
(or even overwhelming) to some, the      Sarah C. Clark and Margo Murray
simple truth is that Mega Planning       present a five-year case of strategic
is practical, realistic, and ethical.    planning on a population program for
But some still have their doubts,        the Packard Foundation. The article
so we were invited to put together       shows how the application of the
this special issue of Performance        Megaplanning framework and the
Improvement Quarterly to provide         Mega planning Six Critical Factors to
some cases-in-point where Mega           the planning process helped in defin-
Planning has been applied. These         ing the mission and vision, discover-
examples all use Mega planning,          ing new approaches, and realigning
and the two editors of this issue have   and refocusing the goals and efforts
been involved with most of them. It      under difficult economic times.
has been our privilege to work with         In the article “Can Boards of Di-
people who care about what they          rectors Think Strategically? Some
use, do, produce, and deliver to our     Issues in Developing Direction-giv-
shared society.                          ers’ Thinking to a Mega Level,” based
    We do not by any means cover all     on an extensive experience working
Mega-oriented projects and activities    with Boards of Directors (BODs) in
and compliment and applaud those         the United States and Europe, Bob
that care enough about our shared        Garratt introduces a specific frame-
world to add value to all on purpose.    work and tools for helping BODs
    In the opening article, “Defining     to refocus on strategic thinking to
and Delivering Measurable Value: A       successfully address the post-Enron
Mega Thinking and Planning Primer,”      challenges under the recent US legis-
Roger Kaufman presents a summary         lation: Sarbannes-Oxley’s new rules.
of the main concepts for thinking and    The article shows how BODs can use
planning Mega applied in the prac-       Megaplanning as a framework for

Volume 18, Number 3/2005                                                    3
opening up a Mega-thinking process         (OEM) was used by the Florida State
required for successfully recovering       University’s Office for Needs Assess-
their key role in strategic governance     ment and Planning (ONAP) and the
and in redirecting and renovating          Vocational Rehabilitation Program
21st century corporations.                 at Florida Division of Blind Services
    In the article “Achieving Business     (FDBS) for helping FDBS in finding
Success by developing Clients and          new strategic focus on achieving wor-
Community,” Mariano Bernárdez              thy results based on Mega, Macro and
demonstrates with historical and           Micro indicators.
hard data how companies that use              In the article “Government Work-
Megaplanning for actively promot-          ers Adding Societal Value: The Ohio
ing social value-added performance         Workforce Development Program,”
and developing their clients’ mar-         Guerra, Bernárdez, Jones, and Zidan
kets and skills achieve superior           track a needs assessment through
and sustained success measured in          two cycles in a partnership between
terms of both bottom line and social       the Ohio Department of Administra-
value-added than those that follow         tive Services, the Ohio Civil Service
Micro or Macro-oriented strategies.        Employees Union, and the residents
Bernárdez’s article analyzes the           of Ohio. A Mega framework was used
evidence provided by leading cases         to define needs assessment questions
in corporate history and a nine-year       for two time periods, and the results
study (1995-2002) of a strategic           were used to define value-added ini-
planning and change management             tiatives. This article discusses how
experience on a Latin American             the union and management part-
petrochemical company. The article         nership used the needs assessment
presents a longitudinal study com-         methodology in a longitudinal pro-
paring conventional, Macro-oriented        cess that compared results from 1999
and Megaplanning-based strategic           to those in 2003 in order to assess
planning results in terms of conven-       progress and obtain recommenda-
tional bottom line performance and         tions to realign the overall strategy.
social indicators.                            In “Start-up Mega Planning—A
    In “Educational Planning and So-       Case History,” Ronald Forbes, Dylan
cial Responsibility,” Gonzalo Rodri-       Forbes and Peter Hoskins present
guez Villanueva and Ingrid Guerra          a start-up Megaplanning model to
discuss how the Sonora Institute of        fast track organizations into Mega
Technology (Instituto Tecnologico          stakeholders’ involvement, innova-
de Sonora; ITSON) developed a suc-         tive approaches and improved client
cessful higher education model and         relations. The article shows how the
produced positive social impact in         WB+ Division of Woods Bagot, an
a region by applying Megaplanning          international architectural design
during eleven years as a central part      and consulting company based in
of its strategic planning process.         Australia, Singapore, Kuala Lumpur,
    In the article “Outcome-based          Dubai, and London used a start-up
Vocational Rehabilitation: Measur-         Megaplanning approach to define
ing Valuable Results,” Ingrid Guerra       strategic businesses by starting at
illustrates how Roger Kaufman’s            the Mega level, identifying Macro
Organizational Elements Model              success measures for its clients and

4                                        Performance Improvement Quarterly
Micro objectives for clients’ teams
and individuals. The article presents
both qualitative and bottom line re-
sults in multiple clients.
    Finally, in the article “Using
Megaplanning in CSO Projects—
Bringing Social Sectors Together for
Measurable and Sustainable Social
Impact,” Silvia Uranga and Mariana
Lucellas show how Conciencia, an
Argentinean CSO dedicated to pro-
moting democratic participation as
a tool for social change in Argentina,
used Megaplanning to clarify its
vision and mission, and align and
measure its programs’ impact. The
article shows how Conciencia used
a Megaplanning approach for iden-
tifying and responding to new chal-
lenges, bringing together multiple
social sectors during a 20-year period
(1982-2002).
    We hope you find these cases
useful, instructional, and perhaps
inspirational.




Volume 18, Number 3/2005                 5

				
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