Sunday, May 26, 2013

More on "Failure to Plan is To Plan for Failure" (2)

Today is the 26th of May.  Do you have a plan for your current venture?  ...  Are you going to wing it?  ... Or are you the man (or woman) with the plan?

Have you assessed your strategic situation?  If so, I presumed that you are one of those rare few who does the following:
  • connect the dots between the matrix of connectivity, the seasonal cycle and the grand setting
  • connect the dots between the logistics, the leadership and the grand setting.
  • identifying the competitive disposition within the configuration of your setting;
  • pinpointing the opportunity and the timing point of your setting;  and 
  • conclude the reality within the possible adjustment.
  • Brew a cup of tea or java.
  • Script out the various tasks/objectives.
  • Delineate the list of objectives in terms of the following specifics: the targeted date; the metrics; the benefits; the risk consequences; the connections; the time that it takes to complete that  task-objective; and the budget that it takes to complete that objective.
  • Prioritize your list of objectives by using the 90/10 rule.   Another words, focus 90% of your effort on the top 10% of your objective .  Some people preferred the 80/20 rule or the 70-20-10 rule to be their guide.
  • Delineate the approach and the means
  • Review by connecting the dots between the objectives, the operational plans, the competition and the trends.
  • Script out the tactical steps for those top 10% objectives.
  • Outline the specifics of the details.
  • Implement the script.
While mapping out the plan, focus on the task of the moment ...  Go ahead and do it.  The process of building the plan is not that hard.  ... It starts with your effect. ...  The answer is not in your copy of the Art of War or the Dao De Jing or the Bible.  No one is going to be your cheerleader.  ...  Look at the mirror.

Remember, heaven helps those who help themselves.  

  • If you have done it, assess whether your plan would enable you to be one step ahead of the situation or one step behind?
  • Do you have the patience and the control to assess the operability of your plan?
  • If not, do you have an outside adviser who will assess the tangibility of your plan?
Now that you have a master plan, what is the possibility that you will complete it on one smooth move?   

What makes you think that your plan is built for adjusted situations?

There are people who believed in that concept that a bad plan is better than having no plan.   If that is true, how do you know if or when your plan is inoperable?

In summary, there is more to planning than the building of a plan.

In a future post, we will explain why you need to assess your situation before you plan, prepare and implement. 

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