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Philip Walcoff - "The Fast Forward MBA in Business Planning for ...

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<strong>Philip</strong> <strong>Walcoff</strong> - "<strong>The</strong> <strong>Fast</strong> <strong>Forward</strong> <strong>MBA</strong> <strong>in</strong> Bus<strong>in</strong>ess Plann<strong>in</strong>g <strong>for</strong> Growth"Page 137applicable, your senior staff need to commit to accomplish<strong>in</strong>g these critical action items. Remember,gett<strong>in</strong>g these important th<strong>in</strong>gs accomplished has big payoffs <strong>in</strong> the end, such as meet<strong>in</strong>g your annualobjectives, hav<strong>in</strong>g a good year, and be<strong>in</strong>g on the way toward eventually achiev<strong>in</strong>g your vision of yourorganization.Don't Ma<strong>in</strong>ta<strong>in</strong> Two To-Do ListsIf you get your management staff <strong>in</strong>volved <strong>in</strong> the plan, each manager will have responsibility <strong>for</strong>achiev<strong>in</strong>g certa<strong>in</strong> objectives, and their action items should be added to their own to-do lists. I have seentoo many cases where the CEO and the senior management team ma<strong>in</strong>ta<strong>in</strong> two to-do lists: <strong>The</strong> first is alist they normally use to manage their time and run the bus<strong>in</strong>ess, and the second is their bus<strong>in</strong>ess planaction item list. This approach will surely set the stage <strong>for</strong> usher<strong>in</strong>g <strong>in</strong> a key reason that bus<strong>in</strong>ess plansfail, as stated <strong>in</strong> Chapter 1: <strong>The</strong> plan action items lack priority. With two lists, you create theopportunity to do the plann<strong>in</strong>g action items later, when th<strong>in</strong>gs lighten up—a sure-fire recipe <strong>for</strong>ensur<strong>in</strong>g that the action items won't get done.Don't Get Bogged down <strong>in</strong> Day-to-Day Details<strong>The</strong> action plan reviews should not <strong>in</strong>clude ord<strong>in</strong>ary day-to-day bus<strong>in</strong>ess activities such as clos<strong>in</strong>g asale, order<strong>in</strong>g <strong>in</strong>ventory, or gett<strong>in</strong>g payroll out. This will bog down the review session. Focus on thosenecessary activities that support the achievement of your annual objectives.EXERCISE 41: DEFINE YOUR ACTION PLANREVIEW DATESSelect which days of the month (e.g., first and third Mondays<strong>for</strong> semimonthly reviews or every Friday <strong>for</strong> weekly reviews)and the time of day when you will hold your action planreviews. Give yourself an action item to hold your first actionplan review. Enter the date and time <strong>in</strong> your bus<strong>in</strong>ess plan'saction plan (see Appendix B).file:///C|/Documents and Sett<strong>in</strong>gs/gasanova/Local Setti...orward_<strong>MBA</strong>_<strong>in</strong>_Bus<strong>in</strong>ess_Plann<strong>in</strong>g_<strong>for</strong>_Growth/e-book.html (152 of 219)16.02.2005 13:54:23

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