Putting together a business plan can be a time-consuming
effort in futility if you forget the main ingredient of the
plan. Before any plan can be effective, it has to have the
means of providing the execution to make the plan work.
With prescribed actions to execute the steps in the
business plan, all it will be is a list of hopes and dreams.
For example, a business plan may stipulate the company will
sell a thousand widgets every day in order to bring in
enough money to meet payroll and other expenses. It may
even go so far as to project who will sell them but if the
plan does not stipulate how they will be sold and, more
importantly to whom, the plan is nothing more than a dream.
Execution is the principal means behind any valued plan,
detailing who will do what, when and how to allow the plan
to be scripted completely.
On the other hand, any business can be planned to death.
Meaning entirely too much time is spent on putting a plan
on paper and never putting it into action. Even a great
business plan is useless unless a timeline is attached to
every step of the plan to put it into motion and follow
through on making it work.
Another example is in assigning tasks to a group under the
supervision of one person. By sitting down with that person
and discussing the project, it can be agreed as to what
tools will be needed to get the job done, how many people
will be required to complete it in a specified time frame
and at what cost. By enlisted the help of the individual in
charge in putting the plan together, that person has a
vested interest in making sure it is done on time and
within budget.
Once the plan is on paper and put into action, there has to
be a certain amount of follow-up to insure the project is
going as planned and if any adjustments are needed they can
be made before it is too late. After the first few days,
the supervisor can be asked about the project and if
everything looks good and they claim everything is going
according to plan and is on schedule, it probably is. If
they hedge about being ale to get done on time and admit
there have been underestimates made about how long it will
take, they can have input on what else is needed to remain
on schedule.
If the supervisor continues to express optimism of being
able to get done on time and the owner sees that it is
becoming more obvious it is not going to happen, they may
need to reassess their choice of the person in charge and
hold them accountable for not being on schedule. With their
buy-in from the beginning as part of the planning stage and
their help in determining what is needed, they cannot pass
fault back to the business owner for not giving them what
they need to get the job done. It would be their failure to
execute the plan to make it work and should be held
responsible.
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