Dramatic economic changes in 2008/2009 in the USA have impacted on all countries, all industries and on all companies. Planning needs have changed suddenly as the global financial and economic situations have changed.
Key uncertainties in the global, national and industrial environments require a different approach to planning within each company. It requires a greater consideration of external uncertainties.
The classic approach to planning (covering mission and vision statements, core values, PESTEL, a SWOT analysis, and ending in a number of major goals) is no longer adequate.
Globalisation, interconnectedness, the speed of communication, and the impact of the internet have assisted in creating a new situation. All countries, industries and companies are, to a greater or lesser extent, affected by developments in far-flung corners of the globe. Developments at demographic, technological or social levels are changing the world we live in.
Small and medium-sized businesses owners in the previous 20-year recession-free period could be forgiven for assuming that the near future would be pretty much the same as the present. Such assumptions are no longer valid. Planning to do the same things but only better, is very risky.
A new approach to planning is needed.
Scenario planning has been around for 90 or more years and is being rediscovered. It provides the possibility for developing scenarios of plausible eventualities.
ABPLAN's planning offer
We offer planning in three major steps:
- A Scenario Conversation - the outcomes of which become the next step
- A Strategic Plan
- A Balanced Scorecard (BSC), that is, a high-level operational plan
I have over many years developed a turnaround programme of services or tools with which to precisely address the needs of my clients. Their needs determine which consultancy tools to use.
I adapt my support to each client's unique needs. Companies that became great did a number of things right. What should you be doing right?
Start with planning.
planning - what do you do?
In which planning group do you fall? Are you doing formal planning and have you experienced the benefits of planning?...planning - what do you do?
scenario conversation
First conduct a scenario conversation. Make it as inclusive as possible. If you run a small company involve everyone...scenario planning
strategic plan
The Scenario Conversation ends in creating a concise strategic plan and about three major goals which provide direction over the next five years. Define your direction clearly and ensure that everyone knows where you are going and on what to focus .. strategic plan
strategy maps
Convert your Strategic Plan into two Strategy Maps namely a strategic theme map and an overall goal or road map. These maps further discussion, participation, clarity and understanding about what you and your team wish to achieve over 12 months to five years...strategy maps
balanced scorecard
Convert your Strategy Maps into a Balanced Scorecard (BSC). The BSC approach made a huge impact on the business world. It is simple yet sophisticated. For practical use it is superior to a traditional business plan and much easier to use... balanced scorecard
scorecard intangibles
Many entrepreneurs give scant attention to their intangibles meaning their people, their information capital and their organisation capital including their culture. How much attention are you devoting to these extremely important, vital components of your business?... scorecard intangibles
scorecard users
Organisations within the private and public sectors, as well as non-profit organisations and parastatals of all sizes use the Balanced Scorecard...scorecard users
projects
Project planning has great merit. Use the appropriate level of project planning. The Balanced Scorecard contains basic project planning columns. Heed the strategic dimensions of project planning and do not start using Microsoft Project too quickly...see projects
Last modified: 22-07-2010