Using the CPC to drive an understanding of the CPEC

Wrapping up a CPC here in Cleveland (drafting the final report... okay, procrastinating right now).

As we work to inculcate the CPEC into the Coast Guard, a couple of thoughts/questions.

1. With the merge of o & m upon us, and the integration of logistics support running not far behind, and the number-staff configuration waiting in the wings... has any senior leader used the CPEC to ask the right questions? If the CPEC is, indeed, our management framework, wouldn't we use it to ask questions and help us make management decisions? What can we do to get decision makers to ask the right questions?

2. When doing a CPC... how much consulting & advice giving is appropriate to give? I found myself today providing consulting advice.

Question from client: Er, how do I do strategic planning appropriate to my unit?

Stinson's answer: Er, try this model...

A. What are the desired outcomes you're trying to create for your customers and key stakeholders?

B. For that outcome, what is an associated goal?

C. What indicators or measures will tell you how you're doing with regard to your goal?

D. What action items or initiatives will help you get to your goal & move your metrics?

It looks like this:

OUTCOME --> GOAL --> MEASURE --> ACTION ITEMS

Then we say...

A. Okay, what things must you do -- within your organization -- to succeed in creating your desired customer outcomes?

B. What is a goal for that thing you must do inside?

C. What indicators or measures will tell you how you're doing with regard to your goal?

D. What action items or initiatives will help you get to your goal & move your metrics?

So, we're then left with:

CRITICAL SUCCESS FACTOR --> GOAL --> MEASURE --> ACTION ITEMS

Your thoughts?