Foreword -- Preface -- Introduction -- Part I -- Short-Term Leadership for Long-Term Viability -- 1 -- Short-Term Leadership for Long-Term Viability -- 2 -- The Pathway to Long-Term Viability -- 3 -- The New Leadership Skill Set Necessary for Today's Business Environment -- Part II -- Deconstructing Decision Making -- 4 -- Reviewing the Long-Term Strategic Planning Process -- 5 -- Deconstructing the Process to Demonstrate the Fallacy -- 6 -- The Future Is Never Accurately Predicted -- Part III -- Planning in Reverse -- 7 -- The I-Process -- 8 -- Implication Scan -- 9 -- Impact Evaluation -- 10 -- Itemized Action Plans -- 11 -- Implementation Plan -- 12 -- Integration Plan -- Part IV -- Learning in Reverse -- 13 -- How to Retrain Strategic Leaders in the Planning-in-Reverse Process -- 14 -- Understanding the Switch From Long-Term Planning to Long-Term Viability -- 15 -- Short-Sighted Leadership for Long-Term Viability -- Part V -- Reverse Process Planning -- 16 -- Developing a Realistic Timeline -- 17 -- The Planning-in-Reverse Instrument -- 18 -- Training Individuals in Planning in Reverse -- 19 -- Ongoing Monitoring of Planning in Reverse -- 20 -- The Intended Results -- Appendix A: Forms -- Appendix B: Education K-12 Example -- Bibliography -- About the Authors -- About the Cover.