Timelines Into the Future: Strategic Visioning Methods for Government, Business, and Other OrganizationsTimelines into the Future: Strategic Visioning Methods for Government, Business and Other Organizations argues that foresight is an important aspect of winning in the 21st Century. That includes countries, companies, and other organizations from universities to hospitals to non-profits. If the United States wants a future in which liberty, prosperity and peace are increasing throughout the world, the U.S. must remain a superpower. That requires planning, vision, and a grand strategy. Failure to develop a U.S. vision and national strategy that ensures our superpower status may yield a future where China or another emerging power will dictate the world. Every organization needs a vision, too-every company, non-profit, school, church, and government agency or department, whether they are local, state, national or global. The processes are all generally the same. This book addresses how to go about developing such foresight in establishing a grand strategy. |
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Page 67
... develop a vision statement . Normally , the facilitator develops a " straw - man " statement which the groups then try to use as a starting point , and several versions are developed until a consensus is developed . A statement of ...
... develop a vision statement . Normally , the facilitator develops a " straw - man " statement which the groups then try to use as a starting point , and several versions are developed until a consensus is developed . A statement of ...
Page 117
... Develop an Advanced Manufacturing / Distributed Manufac- turing Initiative at the National Institute of Standards and Technology . 6. Develop incentives to increase the number of science , tech- nology , and engineering students . 7 ...
... Develop an Advanced Manufacturing / Distributed Manufac- turing Initiative at the National Institute of Standards and Technology . 6. Develop incentives to increase the number of science , tech- nology , and engineering students . 7 ...
Page 133
... develop a joint vision and a plan to carry it out . In fact , if a formal interagency process is not voluntarily developed , there is a chance that it will be imposed by Con- gress in legislation that will “ force " agencies to work ...
... develop a joint vision and a plan to carry it out . In fact , if a formal interagency process is not voluntarily developed , there is a chance that it will be imposed by Con- gress in legislation that will “ force " agencies to work ...
Contents
Visioning Methodology | 17 |
The Short Visioning Process Exercise | 63 |
Visions of a Consumer Company | 89 |
Copyright | |
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Other editions - View all
Timelines into the Future: Strategic Visioning Methods for Government ... Sheila R. Ronis Limited preview - 2007 |
Timelines Into the Future: Strategic Visioning Methods for Government ... Sheila R. Ronis Limited preview - 2007 |
Common terms and phrases
21st Century Anna Asimov asked assumptions Biefeld-Brown Effect capabilities CIMMCO competitive Congress create cycling space decisions Deming Department of Defense describe develop Earth economic Edwards Deming effect electronic elements emerge employees engineering environment environmental environmental scan experience Ford Motor Company future Galileo global going Goldwater-Nichols Act Grand Strategy improve infrastructure integrated internal investment issues Japan Japanese knowledge Kunisada leadership learning cycles living look manufacturing Mars ment military industrial base Moon Motors Natalia National Strategy Center organization peace Peter plants plausible PTVs Quadrant Quality Network relationship role satellite scenario scientists SSEC stakeholders Step strategic management Subject Matter Expert suppliers systems thinking Tartan timelines tion Toyota transportation U.S. Army UAW-GM understand union United vehicle visioning process Yoshiko