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Volume 18 / Number 3
2005

Special Issue on Using Societal Value Added 
as the Practical Alternative to Conventional Failure

Introduction to the Special Issue
by Roger Kaufman and Mariano Bernárdez

Article (75 kb PDF)

Defining and Delivering Measurable Value: A Mega Thinking and Planning Primer
by Roger Kaufman 

Article (251 kb PDF)  |  Abstract

Mega-planning in Population
by Sarah C. Clark and Margo Murray

Article (183 kb PDF)  |  Abstract

Can Boards of Directors Think Strategically? Some Issues in 
Developing Direction-givers' Thinking to a Mega Leve
by Bob Garratt 

Article (230 kb PDF)  |  Abstract

Achieving Business Success by Developing Clients and Community: 
Lessons from Leading Companies, Emerging Economies and a Nine Year Case Study  
by Mariano Bernárdez 

Article (353 kb PDF)  |  Abstract

Educational Planning and Social Responsibility: Eleven Years
of Mega Planning at the Sonora Institute of Technology (ITSON)
by Ingrid J. Guerra and Gonzalo Rodriguez

Article (157 kb PDF)  |  Abstract

Outcome-Based Vocational Rehabilitation: Measuring Valuable Results
by Ingrid Guerra 

Article (208 kb PDF)  |  Abstract

Government Workers Adding Societal Value: The Ohio Workforce Development Program
by Ingrid Guerra, Mariano Bernárdez, Michael Jones, and Suhail Zidan 

Article (641 kb PDF)  |  Abstract

Start-up Mega Planning--A Case History
by Ronald Forbes, Dylan Forbes, and Peter Hoskins 

Article (172 kb PDF)  |  Abstract

Using Megaplanning in CSO Projects--Bringing Social Sectors Together
or Measurable and Sustainable Social Impact
by Silvia Uranga and Mariana C. Lucellas 

Article (131 kb PDF)  |  Abstract

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Abstracts

1. A societal value-added "frame of mind" or paradigm: your perspective about your organization, people, and our world. It focuses on an agreed-upon focus on adding value to all stakeholders. 
2. A shared determination and agreement on where to head and why: all people who can and might be impacted by the shared objectives must agree on purposes and results criteria, and 
3. Pragmatic and basic tools. This article provides the basic concepts for thinking and planning Mega in order to define and deliver value to internal and external partners. 

Mega-planning in Population
by Sarah C. Clark and Margo Murray

Clark and Murray examine the six Critical Performance Factors for Mega planning in an example drawn from the five-year history of the population program of a major west coast philanthropy. In this article, the authors describe the salience and scope of the population issue as it is relates to other global trends; the steps the foundation took to "scope" the program and establish measurable impacts. It rates performance against the critical factors, then looks at some specific country impacts five years later. This analysis will be incorporated into the plan revision. 

Can Boards of Directors Think Strategically? 
Some Issues in Developing Direction-givers' Thinking to a Mega Level 
by Bob Garratt

The author argues that current corporate government legislation and practice is weighted too much in the direction of "board compliance." It is, therefore, in danger of reducing the risks taken by boards of directors. In the long term this could slow significantly the growth of capitalism. He proposes a rebalancing of the fundamental board dilemma--how to strike a dynamic balance between driving the enterprise forward and keeping it under prudent control--in favor of "board performance" and raising the competence of "Mega-thinking" on the board. This requires integrated board developmental activities so that their directorial accountabilities and liabilities are differentiated from the executive's, and that the requirement for rigorous strategic thinking has total commitment. Often fear and irritation by newly-promoted executives has to be overcome here. The author introduces the "Learning Board" model and its associated annual rhythm for a board's year. Three approaches to developing strategic thinking are discussed including the Thinking Intentions Profile, and an updated version of the PPESTT analysis. 

Achieving Business Success by Developing Clients and Community: 
Lessons from Leading Companies, Emerging Economies and a Nine Year Case Study
by Mariano Bernárdez

Empirical evidence and recent revisions of conventional business doctrine indicate that companies that actively promote social performance and develop their clients' markets and skills as part of business strategy have a better chance of achieving sustainable profitability and growth than those that do not. This article discusses how land-mark companies, emerging economies, and in particular a Latin American company sustained success over long periods of time by developing socially-focused strategies. By applying the Megaplanning methodology to the development of clients and the social environment during a three-year period, an Argentinean refinery developed its local and regional market, increased its revenues and market share and reduced turnover and costs generated by social conflict, outperforming its previous conventional, Macro-focused business strategies. 

Educational Planning and Social Responsibility: Eleven Years 
of Mega Planning at the Sonora Institute of Technology (ITSON)
by Ingrid J. Guerra and Gonzalo Rodriguez 

The Instituto Tecnológico de Sonora (ITSON), a public and autonomous university in Cuidad Obregon, Sonora in Mexico has, since its inception, maintained a commitment to society and public service. To transform this commitment into valued results, it has used Mega Planning as its framework over the last eleven years. This article illustrates the impact an educational institution can have through a strategic planning and implementation approach that is focused on measurable objectives, the appropriate processes and activities, and the required resources for the development of its region (i.e., students and their environment). The article will begin with a brief background of the institution, its strategic approach, the subsequent curriculum and organization reform, and finally four key strategic programs that have had a positive social impact in the region: The Integrated Community Development Program; ITSON-Consulting; Masters in Agribusiness; and the Software Factory. 

Outcome-Based Vocational Rehabilitation: 
Measuring Valuable Results
by Ingrid Guerra

This case study illustrates one of the many possible ways to implement Kaufman's Organizational Elements Model (1992, 2000) for identifying and aligning organizational results and the means to achieve them. The model was applied in the context of a needs assessment effort between the Florida State University's Office for Needs Assessment & Planning (ONAP) and the Vocational Rehabilitation Program at Florida Division of Blind Services (FDBS). Conducting this study and finding data that had such radical implications for decision-making was life altering for many of the stakeholders, who up until that point were heavily focused on processes and resources, or at best, on Micro-level results. Appropriate actions were taken to improve the performance system, but overall, one of the most significant contributions of this project was a new-found focus on results, valuable results, and appropriate measures of success. 

Government Workers Adding Societal Value: 
The Ohio Workforce Development Program
by Ingrid Guerra, Mariano Bernárdez, Michael Jones, and Suhail Zidan

This case study illustrates the application of Mega--adding measurable value for all stakeholders including society--as the central and ultimate focus for needs assessment. In this case, two needs assessment studies were conducted within a five-year period (1999-2003) with the State of Ohio's Workforce Development (WD) program. An initial needs assessment based on Mega outcomes--high quality of life for Ohio taxpayers and public employees though the services they provide--was conducted in 1999, identifying shared strategic goals to focus management-labor partnership initiatives. A Mega-centered data collection matrix was used as the basis for discussions with stakeholders in order to determine the key areas of Ohio's Workforce Development to be included in the study. In 2003, a follow-up needs assessment based on the same data collection matrix was designed to determine the improvements made since that time, the areas with the most critical performance gaps, demographic changes, and future trends affecting Workforce Development beneficiaries and stakeholders. 

Start-up Mega Planning--A Case History
by Ronald Forbes, Dylan Forbes, and Peter Hoskins

Social Responsibility is becoming a key issue for organizations today. They talk about it and they make social contributions, but how do we know if anything is being achieved? A framework is required and has existed at least since 1992. Roger Kaufman's Mega Planning has slowly gathered momentum in organizations worldwide. For a faster take-up we propose Start-up Mega Planning. This uses Kaufman's original model, which is more easily communicated, and fast tracks any organization into much of the benefits of Mega: stakeholder involvement, innovative approach, improved client relations and success beyond "sustainability." Australian case history shows the simplicity this brings to planning, and the benefits of having all stakeholders aligned. In addition, the more sophisticated Mega model awaits as the next step, with further benefits. 

Using Megaplanning in CSO Projects--Bringing Social Sectors Together 
for Measurable and Sustainable Social Impact
by Silvia Uranga and Mariana C. Lucellas

Civil Society Organizations (CSO) can improve their effectiveness and add measurable value to society by using a megaplanning approach as the guiding criteria for their organizational planning. This article shows how Asociación Conciencia, a leading Argentinean CSO, has used megaplanning to clarify its vision, mission, align its goals and programs and update its mission and programs over more than twenty years of critical social changes in Argentina.

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