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
“The Aleutians East Borough has used the PGS strategic planning method for the last 4 years. The process has increased the Borough’s productivity and resulted in overall improvements in team performance and engagement. The PGS Approach has also allowed us to successfully manage substantial multi-year projects efficiently and effectively.”
“…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.”
The value of strategic planning has always been a subject of some controversy. The final verdict in management literature is that it is invaluable if done well, not so much if not. Over three decades ago now, PGS designed its Vision Navigation® (VN) strategic planning system to address some of the pitfalls of existing strategic
Keep your calendars open on the first Wednesday of every month for a webinar hosted by PGS’ CEO John Gregoire. John will address the questions and topics most requested by our clients, subscribers and readers. Our first webinar, coming up next week, Wednesday, February 3, covers how to develop and execute a successful strategic plan.
Do you have a strategic plan in place? Regardless of whether or not you are using Vision Navigation®®, you should be meeting regularly to assess your plan and identify changes, progress and challenges. It is the ideal way to keep the plan alive and moving forward. This article will define and describe the Vision Navigation®
Vision Navigation® strategic planning has been the flagship product of PGS for almost 40 years. Although there have been many revisions, additions and updates, the main component of VN, the Vision Navigation® chart has remained largely unchanged. Why? The vision, purpose and main strategies to grow the organization can be easily seen on one sheet
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