How to Make a Strategic Plan ? – { Part 3 }
We are now in the third part of our plan within a planning stage where we now cover a new set of questions; this time focusing on the timeframe plan and how to utilize it for a successful strategic planning implementation.
What’s Your Timeframe Plan?
Meetings or sessions are arranged to be able for everyone to come up with unique ideas for the mission, vision, and objective. Such action is crucial because you get to pick each other’s brain and generate a combination of plan, approaches, and tasks.
The suitable timeframe plan for your task, schedule, resources, and goals are in your fiscal year, in order to provide a yearly budget within the next fiscal year.
If you aim to widen your products and services, do some basic know-how of marketing and business aspects first. This will also give you a chance to get the sides of your buyers and prospective long-term clients. Apparently, it will pile up in your schedule. That is why a timeframe plan is in order; managing your time is of the utmost importance here. Nevertheless, it’s significant but you need to organize your schedule properly lest you mind end up overwhelmed by backlogged tasks and missing priorities.
One of the most important activities in the timeframe plan are meetings; they should be in regular terms like during the process to ensure that everyone and everything is updated. This way, you and your staff team can settle the issues as immediately as possible and risks will be minimized during this stage.
If you have a small organization, the planning stage usually takes you a couple of weeks or months to plan. This is usually included in your timeframe plan.
Who Are the People Involved and How Are They Going to Contribute?
One of the details of the plan consists of the following people who will lead and help run it as well as manage and update the timeframe plan. The people you are going to recruit must be aware and knowledgeable of the organization and have the capabilities to do the assigned task.
- Board members and others in authority should be the one with the upper hand. The decisions start and end with them.
- The people who are liable for implementing the plan. This is crucial; having someone accountable for implementation must be able to justify the cause of certain occurrences and issues.
- People who are experts in products and services; they will help give your plan an edge as well as it’s more realistic when you have people who knowledgeable with the nitty gritty of production components.
- Someone who can set restrictions with the timeframe plan, as well as managing and utilizing it.
- An effective leader who is always willing to listen and can commandeer the team without difficulty and able to make decisions quickly and estimate external and internal issues accurately. A leader can also boost morale among his or her team members to create motivation for the sake of a successful plan.
If you can, let your stakeholders join your crowd. These clients, investors, and vendors are your weapons when it comes to product branding, targeting the market, and objective achievements.
Is External Help Necessary?
Usually, organizations seek the help of experts that don’t belong to their department. Here are the elements to consider to help you decide if external help is needed or required.
- You don’t have experience with strategic planning.
- You failed to implement the plan.
- People have a hard time focusing on the tasks at hand and believe that an external assistance will save them from the existing issues.
- Planners prefer to align their objectives to their perception.
- The timeframe plan is all over the place; people are always behind on schedule to fulfill their task.
If you say yes to three or more of these questions, chances are you need help from the experts who know better. You have to identify the external help’s specific skills. How many do you need? Do you want another individual to work on a timeframe plan? Or do you want a single consultant who can do all?
Make sure that you timeframe plan includes a report on issues that you have encountered. This will help your external consultants estimate the schedule and how much time to spend resolving one issue to the next. Take note that you still need to withhold confidentiality adhered by your organization. Some information that is deemed restricted must be kept under wraps.
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