We plan with good intentions.
Every year business teams go through planning and budgeting for the upcoming year. It’s a time consuming process. Middle and upper management work and rework presentations to present to executive management possibly board members. Budgets are submitted, then slashed, then reworked, and submitted again. Hours upon hours of work.
and then……….business happens.
New clients are signed that need to be on-boarded. Expected sales fall through or don’t materialize. Competitors upgrade their offering and drop their prices. Technology advances in a new direction.
Suddenly all that planning seems like a distant memory. Is anyone looking at the business objectives and roadmap that was planned for the current year nine months ago? My experience is that the plans are often forgotten and overruled by the tactical maneuvers of the current day.
Let’s not over complicate the matter.
Strategic plans are well intentioned. We have to plan to reach a goal or as the saying goes, “If you aim at nothing, you’ll hit it every time.” One way to help soften the risk of changing course due to changing market conditions is to plan smaller for a reduced time horizon. Instead of trying to plan for 12 months of work 15-18 months in advance, try planning six months of work nine months in advance. Don’t set 10 strategic goals, instead set 3-4 strategic goals and so that the organization can begin at the start of the measurement period.
It’s a similar concept to sprints in an agile development methodology for software development. Why not setup sprints for business objectives. Then remain more nimble to change as needed to match market conditions.
For technology teams one bit of advice is to first see the direction of the business (sales, marketing operations) and then align to help support those goals. In this way the plan will represent the core foundation (operations) of the business as well as the growth area (sales).