Planning and Making Plans “Happen”
By John A. Haas
Management Strategies Group
“Plans are Nothing; Planning is Everything”
General Eisenhower realized and said this while developing allied strategy
during World War II.
Faced with increasing and changing possibilities and opportunities, more
owner-managed businesses and professional service firms recognize the importance
of long-range (2 or 3 years is a reasonable time horizon) planning. Yet, we need
specific goals to get focused effort.
OK, Now What?
It’s challenging to mobilize effort toward long-term objectives. Pursuing
short-term goals is easier, less uncertain and we see results faster. It takes
planning to create structures and processes aimed at the long-term.
- Assign a Project Leader for each priority initiative, accountable for
leading and coordinating efforts to achieve the stated goal.
- Assure Executive and Board Support--clearly stated reaffirmation and
commitment that these are indeed`key priorities.
- Draft the Team. Gather people reliable people with the right experience,
skills, track record, work ethic, enthusiasm, team player record and
willingness (and approval) to commit. You may also name some experts as “on
call advisors.”
- Create the project plan. This is basic stuff: clarify the specific goal,
determine needed additional data, identify blocking and enabling forces,
plan project steps, budgets, timetables and milestones; identify approvals
needed; and establish monitoring mechanisms and success criteria.
- Revisit goals. Things change fast. Re-assess and perhaps fine-tune
strategic goals every 12 to 18 months.
Make Success Matter
People you’re asking to take on strategic responsibilities in addition to
their normal day-to-day roles deserve both support and recognition for these
commitments.
- Publicize strategic initiatives underway in your organization, including
team leaders and members and a project plan overview.
- Establish meaningful performance-based rewards directly tied to
achieving specific long-range goals and interim milestones. This will
provide needed “teeth” and help focus individual and team effort.
- Keep the organization informed of progress toward each strategic goal,
and celebrate interim and ultimate success.
By involving employees in planning and achieving goals, and rewarding them
for success you demonstrate that you value their ideas, energy and efforts. As
Ike said, the real benefit from strategic planning may be the process itself.
Fall 2007 -Volume 17, Number 4 |