| TRADITIONAL
STRATEGIC PLANNING |
COMPASS |
| Focuses on
creating a document to guide and constrain future actions |
Focuses on
creating structures and processes which can adapt and change as needed |
| Begins by
gathering a lot of data about the present situation |
Begins by
finding out what people’s issues are and gathers data as needed for
action |
| Top-level
group creates plan for others to implement |
People at all
levels involved in action teams which plan and implement |
| Improvements
are generally limited to what’s in the plan |
Improvements
are unlimited, continuous, and become a new way of thinking and working |
| Creates the illusion of control by planning lots of details, timelines, and
tasks |
Accepts that
many variables can’t be controlled, and adaptation is key to success |
| Information
is typically limited to the goals and tasks outlined in the plan |
Continuous
information flow among all teams and from the environment is a top
priority |
| Emphasis on
being slow and deliberate |
Emphasis on
being quick and creative |