Not Another Pretty Binder!
Strategic Planning That Actually Works

by Robert A. Simpkins with Behnaz S. Paknejad

“Many organizations in crisis today would not be there had they taken the time to craft quality strategic plans, to communicate their plans to their employees and other constituents, to measure results against their plan and to develop flexible contingency plans for unforeseeable crises.” These are the key messages of internationally renowned organizational advisor Robert A. Simpkins in his just-released book, “Not Another Pretty Binder: Strategic Planning That Actually Works.” In this no-holds-barred discussion, Simpkins and his co-author, Behnaz Paknejad, lay out in clear and concise terms what leaders need to do to develop workable plans to stay competitive, survive market gyrations and attract the business they want. His advice? “Do it right or don’t waste everyone’s time.”

Simpkins’ Not Another Pretty Binder, published by HRD Press and co-authored by Behnaz S. Paknejad, takes today’s leaders through a step-by-step process to develop and deploy measurable and successful strategic plans that can be understood and applied across the organization. It teaches them how to avoid a disconnect between boardroom strategies and operational tactics. They also learn how to involve all parties and eliminate the indecipherable terms and confusing measurements that are the death knell of so many good strategies. (Visit www.robertsimpkinsbestsellers.com for more information.)

Simpkins based his book on years of personal experience helping corporate, non-profit, government and military leaders develop and communicate realistic, actionable and adaptable strategic plans that create breakthroughs and achieve competitive goals. He has advised on and deployed performance improvement initiatives in more than 49 countries and across the United States. “It’s not about creating pretty binders that end up collecting dust on bookshelves,” he says. “It’s about winning intelligently and continuously by addressing and linking both components of a strategy—planning and managing.

“When you look at what’s happening today, organizations have forgotten that visionary strategies need to be linked clearly to the day-to-day operations of any enterprise,” he says. “Everybody involved in achieving goals must know exactly how his or her contribution fits into the overall strategy. Otherwise, things can go very wrong.”

Unfortunately these lessons are being learned all over again in the halls of AIG, Merrill Lynch, Bear Stearns, Wachovia and other victims of the current financial crisis, he noted.

Robert Simpkins is president of Global Crosswinds, LLC, an international company that advises on performance improvement initiatives for such organizations as Intervet / Schering-Plough Animal Health, Dell, Inc., Pfizer, Telebras and Telesp (Brasil), PAK 2000, Lucent Technologies, PT Telekomunikasi (Indonesia), EgytpTel (Egypt), Kodak, Diebold, Kenneth Cole Fashions, United States Department of Justice, United States Army Special Forces, NASA, and many more. He is the author of several articles in prestigious journals and frequently speaks in front of international groups. His previous book, “ Secrets of Great Sales Management: Strategies for Enhanced Performance” (AMACOM), was voted among the top 12 business best-seller books in 2004. He can be reached at team@globalcrossings.com

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