PGS customizes their approach to planning based on your organizational needs and goals.Our two primary approaches are Vision Navigation and Dynamic Planning.
Vision Navigation © is a comprehensive strategic planning process that creates organizational alignment and establishes actionable plans to reach future goals. Our methodology has delivered consistent results for our clients.
Dynamic Planning © is a proven project management solution. Our process creates alignment, decreases errors, and maximizes efficiency in achieving critical outcomes
Testimonials
“…I love Bill’s book. He introduces 7 Questions you can use to partner with your people for better performance…Use Bill Dann’s good questions, and I guarantee not only that you will become a better leader/manager, but that your people will become better performers.”
“I gained a clear understanding of management and board roles. I will feel more confident to participate fully in our meetings.”
My takeaways from executive coaching are:
a much clearer understanding on the distinction between a leader and a manager,
improved communication skills vital to building my team, and
the ability to diagnose and use the potential value of team members
“In my role in IT, I have been involved in process improvement projects for 20 years. I have experienced Six Sigma, the McKinsey Value Stream and TQM approaches. Most recently, I have had two experiences with the process improvement approach practiced by Professional Growth Systems. I have found their process to be the most thorough and offering the best odds for successful change. There are numerous reasons but, in the main, it is because of PGS’s continuous involvement and the ownership of the design and implementation process by those doing the work. I have already experienced one highly successful implementation using the PGS method and am in the middle of what I believe will be another. Their approach is different and it really works.”
“Process Advantage® process works. We are a bureaucracy in spades. People on the front line have been starved for making improvements. That is the way to get to positive change in organizations, i.e. thru the front line employees who have seen the need for change and have been waiting to make it.”
“Two years ago, we heard from our customers: ‘We want to get in and out faster. We hate coming to NAC. We don’t want to be there because it takes so long. We don’t get those kinds of complaints anymore.”
“How to organize such a large event? Where to start and rely on the team I work with? It was interesting how the group contained all the knowledge, yet had no way to assemble it before this session.”
“Dynamic Planning helped me look at the project globally as well as the detail. Allowed me to see many viewpoints from very talented co-workers.”
“The vision navigation chart has been a great tool for our organization. It is hanging on the wall just outside our staff break room so it is a visual reminder of our goals & strategies and that we are working collaboratively to achieve them. I am also using the chart at my Board meetings to keep Board members updated on our progress.”
“I utilized the PGS team extensively throughout my time as Governor of the State of Alaska. The PGS team planned and facilitated my transition conference prior to taking office, Cabinet retreats, a conference to define potential areas for efficiency and reduced cost, a statewide Fiscal Summit and an effort to define consensus among competing interests for improvements in management of the Cook Inlet fisheries. My consistent experience with PGS was process designs that were efficient and effective, a commitment to high standards, and an ability to achieve consensus among divergent interests/viewpoints.”
“We have been able to move the organization forward because of the plan. I have never seen this come out of strategic planning in a lifetime of working in non-profits.”
“It was new to our folks to have a method to actually track initiatives and projects, to hold folks accountable. We had a visible way to keep everyone accountable to their commitments.”
Strategic plans can be a challenge to keep active and at the forefront of a management team’s efforts in their day to day work. This is particularly true in the midst of all that has happened worldwide in the last few months with the COVID-19 pandemic. How do you inspire and motivate employees to continue
by Bill Dann Recently we had a leader in the banking world complete a micromanagement assessment on our website. The question echoed one I have heard many times before, so felt the response might be valuable for sharing with our readers. The primary area of concern with the board in question was their failure to
By John Gregoire, CEO Like most of the world, I entered my office two weeks ago to a completely changed business environment. At first, I did what any responsible business owner would do and cancelled or postponed all meetings and events for the next 30 days. Calling people to cancel resulted in a day of
In prior blogs and newsletters, I have made the case that having a “3 legged stool of effective governance” (comprised of the strategic plan, sound policy and the right data for evaluation) is the secret to avoiding the dreaded micro-management that derails so many board-CEO relationships. What I hadn’t talked about before is how these
My consistent experience as a leader and consultant is that what I don’t see is what is killing me. If I can’t or won’t see it, I can’t confront and solve it. It continues to bedevil me. I first came upon this when trying out an organizational diagnostic tool I was considering using with clients.
As I have expressed often in these posts, vision plays a critical role in an organization’s ability to achieve high performance. But there is a balance that must be maintained in order for the vision to fulfill that role successfully, whether the vision is on the organization’s strategic plan or a small departmental project. We