Step back from day-to-day concerns
and focus on long-term business issues.
At AGH, our approach integrates employee and key personnel input, a facilitated examination of current versus desired status, and development of a unique strategy and plan to close the gap. It can help your organization rally around a clear, shared vision.
Any organization seeking a more effective, focused and participative strategic planning process
Keeps focus on meeting goals and content of planning process
Sets foundation (filter and a roadmap) for future decision-making, tactical plans and day-to-day activities
Renews motivation and energy to work toward long-term objectives
Provides a scorecard-style action plan and support
AGH's strategic planning consultants utilize multiple approaches that can be customized based on your unique situation. Below are examples of two approaches available.
In a three-phase process, AGH consultants first gather information about the organization and its situation from employee surveys and one-on-one interviews to share with the organization's leadership. Next, a facilitated planning retreat compares current reality to desired outcome, analyzes the gap and environment, and develops strategic plans and action steps to close the gap. In phase three, follow-up meetings tracking the action steps help ensure organizational accountability and follow-through.
EOS®, the Entrepreneurial Operating System, is a framework for businesses that combines timeless business principles with a set of simple, practical, real-world tools. AGH consultants have found the tools are especially helpful for setting a clear vision, aligning the organization with that vision, and ensuring rigorous follow up on implementation. Companies using this process have seen results through stronger leadership teams, more effective meetings, increased efficiencies, traction in implementation of the plan and – most importantly – an increased bottom line.
Org. Development & Family Business Services
Daniel White assists organizations with their organizational development needs, including strategic and operational planning, leadership development, and employee engagement efforts. He has worked with a wide range of industries, including construction, healthcare, manufacturing, banking, not-for-profits, and government organizations. He has also worked internationally as an organizational development consultant, serving organizations in Bolivia, Guatemala and Ghana.
Prior to advising organizations, Daniel worked in not-for-profit leadership and operations, directing projects with clients such as the US Department of State and the United Nations Population Fund. He has been published in Fast Company and several academic journals, and he has presented at a number of national conferences.
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