In this month’s Final Friday Feature we will address…

1 O’clock: T&D Strategic Planning System

1. Enterprise Strategic Plans Surveillance Process
2. T&D Strategic Planning Process

This 12-part Blog series addresses the systems and processes of an organizational entity addressing T&D/ Learning/ Knowledge Management. Original source is my 2001 book:

Free Book PDF

For more on this model please see the free 400+ page book: T&D Systems View at www.eppic.biz – which is intended as both an analytic and design tool – here.

The T&D/ L&D Clockface Model

We are “rockin’ round the clock” starting from the 12 O’Clock portion of the model – the most important sub-system in the system you have in place for T&D/ Learning/ Knowledge Management – IMO.

Your models may vary.

The 12 clockface positions of the T&D Systems View model each represent a subset of the total system’s Processes of T&D.

They are organized into three groupings.

– T&D Leadership Systems and Processes

– T&D Core Systems and Processes

– T&D Support Systems and Processes

1 O’clock: T&D Strategic Planning System

1. Enterprise Strategic Plans Surveillance Process
2. T&D Strategic Planning Process

– T&D Strategic Planning System – This system’s processes organize all of the strategic planning for T&D to ensure that T&D’s plans and efforts are consistent with the strategic plans of the critical elements of the enterprise.

1.1- Enterprise Strategic Plans Surveillance Process Outputs and Their “Utilities”

The key outputs from the Enterprise Strategic Plans Surveillance Process include the following:

Key Outputs	Key Utilities
List of strategic issues and list of relevant T&D needs and the ROI, cost of conformance, and cost of nonconformance for each, by enterprise planning unit/entity	This focuses both the T&D organization staff and the T&D Governance and Advisory System members on those strategic issues (problems and opportunities) critical to the overall enterprise.

Is It Broken? Clues and Cues

Your Enterprise Strategic Plans Surveillance Process may be broken if

– You have no clue about the high-payback strategies of the key T&D customer segments of your enterprise.

– Your T&D resources that help you meet the strategic needs of your customers are not seen as strategic themselves.

1.2- T&D Strategic Planning Process Outputs and Their “Utilities”

The T&D Strategic Planning Process interfaces with many of the other T&D systems’ processes. It gets its primary inputs from the Enterprise Strategic Plans Surveillance Process. It provides its outputs primarily to the T&D Governance and Advisory System. The key outputs from the T&D Strategic Planning Process include the following:

Key Outputs	Key Utilities
T&D strategic plan	Provides a visible link between the T&D strategies and drivers of them (the strategic plans of T&D’s key customers) and provides input to T&D resource plans to keep them aligned with the needs of their customers.

Is It Broken? Clues and Cues

Your T&D Strategic Planning Process may be broken if

– You have no strategic plan for T&D.

– Your T&D strategies of where you are going and why are not documented.

– Your T&D strategies have not been reviewed and/or approved by the enterprise leadership as in alignment with the needs of the enterprise.

– Enterprise executives don’t know the strategic value of the T&D organization’s contributions from the past, the present, or the future.

– Your T&D team is not aware of and cannot summarize the strategic direction of the T&D organization itself.

Prior Posts In This 2015 Series

Part 1: 12 O’clock: The T&D Governance & Advisory System – January 2015

Part 2: 1 O’clock: The T&D Strategic Planning System –  February 2015

Free Book PDF

For more on this model please see the free 400+ page book: T&D Systems View at www.eppic.biz – which is intended as both an analytic and design tool – here.

Guy W. Wallace

Guy W. Wallace, has been an external ISD/HPT consultant since 1982, is the president of EPPIC Inc., and is a past president of ISPI – the International Society for Performance Improvement. He has consulted with 75+ clients on ISD efforts since 1982, including projects with more than 45 F500 firms.

He is the author of the book:  lean–ISD, a recipient of an ISPI 2002 Award of Excellence. He has also authored/co-authored 13 other books.

He may be reached via, and related resources may be obtained, at his web site: www.eppic.biz or via email at: guy.wallace @ eppic.biz

# # #