John Mero writes or facilitates the development of business plans with management teams.
Once the Board has developed its strategy the Business Plan is the next tool required to integrate operations and strategy. The breadth and depth of a Business Plan will depend on a number of factors. To add value, a Business Plan must provide a clear analysis of current performance and the organisation’s operating environment, address the decisions needed for success and set out an integrated plan for the business to succeed.
Once the Board has developed its strategy the Business Plan is the next tool required to integrate operations and strategy. The breadth and depth of a Business Plan will depend on factors such as whether it is the first Business Plan and/or the amount of change since the last plan and what results it achieved. To add value, a Business Plan must provide a clear analysis of current performance and the organisation’s operating environment, address the decisions needed for success and set out an integrated plan for the business to succeed.
The breadth and depth of a Business Plan will depend on factors such as whether it is the first Business Plan and/or the amount of change since the last plan and what results were achieved. To add value, a Business Plan must provide a clear analysis of current performance, the organisation’s current and future operating environment, as well as address the decisions needed for organisational success.
Typically a Business Plan will consider:
- The vision to be achieved by the Business Plan
- Where capacity improvement is needed in:
- Financial performance
- Product requirements
- Relationships
- Marketing and communication
- Management capacity
- Operational abilities
- Future service configuration
- Performance goals and measurements
- A calendar of implementation, responsibility and required resources
- Monitoring and corrective action
The best business plans provide an integrated plan for the organisation to succeed.
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