February 9, 2012
The Best Laid Plans, IV
I have had a bunch of good comments from readers about the three posts in this series about creating strategic plans (input phase, analysis phase, output phase). Many of them are leading me to write a fourth post in the series, one about how to make sure the result of the plan isn’t shelfware, but flawless execution.
There’s a bit of middleware that has to happen between the completion of the strategic plan and the work getting done, and that is an operating plan. In my observation over the years, this is where most companies explode. They have good ideas and capable workers, just no cohesive way to organize and contextualize the work. There are lots of different formats operating plans can take, and a variety of acronyms to go with the formats, that I’ve heard over the years. No one of these formats is “right,” but I’ll share the key process steps my own team and I went through just over the past few months to turn our strategic planning into action plans, synchronizing our activities across products and groups.
- Theme: we picked a theme for the year that generally held the bulk of the key work together – a bit of a rallying cry
- Initiatives: recognizing that lots of people do lots of routine work, we organized a series of a dozen “move the ball forward” projects into specific initiatives
- Communication: we unveiled the theme and the initiatives to ALL at our annual business meeting to get everyone’s head around the work to be done in the upcoming year
- Plans: each of the dozen initiative teams, and then also each team/department in the company (they’re different) worked together to produce a short (1-3 page) plan on a template we created, with a mission statement, a list of direct and indirect participants, important milestones and metrics
- Synchronization: the senior management team reviewed all the plans at the same time and had a meaningful discussion to synchronize the plans, making edits to both substance and timing
- Scorecard: we built our company scorecard for the year to reflect “green/yellow/red” grading on each initiative and visually display the most important 5-6 metrics across all initiatives
- Ongoing reporting: we will publish the scorecard and updated to each initiative plan quarterly to the whole company, when we update them for Board meetings
As I said, there’s no single recipe for success here, but this is a variant on what we’ve done consistently over the years at Return Path, and it seems to be working well for us. I think that’s the end of this series, and judging from the comments I’ve received on the blog and via email, I’m glad this was useful to so many people.