Course Description

This is a 10-Step Guide which provides tips to improving organizational performance for organizations large, medium and small. Some of these tips will be useful even for cross-functional teams.The tips are based on Systems Thinking, a future-focused process we use to help clients focus. plan, take action, and grow their businesses.

Managing Director

Eric Denniston

International consultant devoted to Strategic and Change Management Consulting working with a wide variety of organizations including, health-care, financial services, investment banking, computer retail, IT services, non-profits and resort development. Primary geographic expertise and contacts are in the USA and Mexico but are also significant throughout the Americas. Conducted business in virtually every country in the Americas while in the employ of Rockwell International.Works with organizations that are committed to achieve sustained, long-term high performance through improvement in their management systems. Focus on consulting and coaching engagements throughout the Americas. Specialties: Facilitating the development and implementation of Strategic Planning, Strategic Management and Change Management Processes for global organizations. I apply the Systems Thinking (R) approach developed by the Haines Centre for Strategic Management. Effective implementation of leadership programs, problem-solving, cost containment and work enhancement workshops. Trilingual, Spanish, English and French.

Course curriculum

  • 1


    • Introduction and Overview

  • 2

    Chapter 1 Establish Clear Expectations

    • Chapter 1 Establish Clear Expectations

  • 3

    Chapter 2 Achieving a Shared Vision

    • Chapter 2 Does Everyone Understand Their Role?

  • 4

    Chapter 3 How Will You Measure Success?

    • Chapter 3 How Will You Measure Success?

  • 5

    Chapter 4 Describe Your Ideal Customer

    • Chapter 4 Describe Your Ideal Customer

  • 6

    Chapter 5 How's the Internal Culture?

    • Chapter 5 What's the Internal Culture Like?

  • 7

    Chapter 6 What Are Your Strengths and Weaknesses?

    • Chapter 6 What Are Your Strengths and Weaknesses?

  • 8

    Chapter 7 Whose Tracking Future Opportunities and Threats?

    • Chapter 7 Who's Addressing Future Opportunities and Threats?

  • 9

    Chapter 8 Goals Aren't Strategies

    • Chapter 8 Does the Work Support the Long Term Initiatives?

  • 10

    Chapter 9 Alignment to the Shared Vision

    • Chapter 9 Align Yearly Plans With Overall Initiatives?

  • 11

    Chapter 10 Change Your Performance Review System

    • Chapter 10 How Do You Evaluate Performance?

  • 12

    You're Not Alone

    • You're Not Alone