12:32 AM
Tigers Wars
The Implementation Of The Strategic Plan
Why is that once the strategic plan is documented (in writing), nothing happens until there is a debate on the plan is not working? The successful implementation of a strategic plan requires intensive supervision and frequent milestones, the systematic questioning of the plan, and revise the plan if necessary.
The concept is familiar to business planning. The objectives are considered, the action plans are formulated, and intermediate targets have been set. What is also familiar, that does not happen long after the formulation of a plan. When nothing happens, often the mistake is revealed when the recent history demonstrates the design process has been considered in the chapters where each chapter with the new plan.
Paradigm leads to the proper implementation of the plan in writing to initiate an action, monitoring of key events, and ask, accordingly, "Why not working as expected?" The plan often will not get it quite right Nobody has a crystal ball clear when the plan is bad, must review -... on the fly to change the plan, the change of the milestones, but to achieve the objectives. If the goal is not reasonably achievable, in order to change what can be achieved.
One of the most productive efforts in the company is trying to determine if the failure to reach a goal is due to an error in strategy or lack of implementation of the strategy. If monitoring indicates that the strategy of reference is not to capture reality, and then review the strategy. Do not let the practical or realistic strategy become the basis of an excuse for not achieving the goal. If the cap is derived from other conditions that the strategy and action plan should be revised so that the following steps can be met.
When there is a strategic plan in place if it is correctly applied, there will be no need for a new strategic plan. With best practices, the strategic plan in place, constantly revised. The audits will be considered with a decision can be compared with the development plan. Revisions must be in writing and communicated - which means that errors that cause these changes are documented and communicated. The steps should be considered as essential guidance on business performance at individual and group.
Once the foundations are intensely monitored, the question will be permanent, "Why is it not working as intended?" Do not let this be a request for idyllic. Determine why make the necessary changes, and ask the same question to the next step. The advantage of creating the plan is to have the perspective to ask this question again and again, when the plan.
Rick Riebesell is the principal consultant and Director of Business Consulting LLC transition (http://www.btcllc.net). Rick finds solutions to the problems of owners of closely held (owner-operator) business. He has experience in commercial transactions of all kinds and includes sophisticated estate planning. Rick was a lawyer for over thirty years.
Paradigm leads to the proper implementation of the plan in writing to initiate an action, monitoring of key events, and ask, accordingly, "Why not working as expected?" The plan often will not get it quite right Nobody has a crystal ball clear when the plan is bad, must review -... on the fly to change the plan, the change of the milestones, but to achieve the objectives. If the goal is not reasonably achievable, in order to change what can be achieved.
When there is a strategic plan in place if it is correctly applied, there will be no need for a new strategic plan. With best practices, the strategic plan in place, constantly revised. The audits will be considered with a decision can be compared with the development plan. Revisions must be in writing and communicated - which means that errors that cause these changes are documented and communicated. The steps should be considered as essential guidance on business performance at individual and group.
Rick Riebesell is the principal consultant and Director of Business Consulting LLC transition (http://www.btcllc.net). Rick finds solutions to the problems of owners of closely held (owner-operator) business. He has experience in commercial transactions of all kinds and includes sophisticated estate planning. Rick was a lawyer for over thirty years.
Posted in: Strategic Planning
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