[...]... Your goals must be converted to practical, daily behavior A critical point raised in my many discussions with managers is the failure of planning to reach all levels That failure is directly attributed to the planning model, the planning documentation, and the lack of planning accountability Typically, planning is a three-day conference held at a resort There’s a lot of build up, hoopla, and fanfare Promises... INTO PRACTICAL BUSINESS BEHAVIOR Over the years I have met and worked with thousands of managers as a consultant and trainer So many of you have told me of the need to convert vague, esoteric, and often unrealistic planning into something concrete and doable I heard you Business planning is of no value unless it can be connected to next year’s daily activities * backPlanning is a registered trademark... well-established, publicly traded company Companies are organizations, no matter what their size, type, or product This means you must have an integrated business plan no matter who you are or what you do Business planning is important whether you are a start-up company in e -business or working on a multinational planning team This book gives you a place to start, a system to make sense of the confusion around... organizational plan matches the structure to the goals of the plan Figure 2-4 The resources plan matches requirements to the overall plan Figure 2-5 The contingency plan builds cases for alternatives Figure 2-6 The business planning cycle has four phases Figure 2-7 Getting ready to plan has two important steps Figure 2-8 The planning conference builds five plans in a single session as phase 2 of the planning... operational, organizational, resources, and contingency plans 4 Incorporate all functions into a single planning model 5 Achieve total employee involvement by taking the business plan to all levels I wrote this book for you as a manager, someone who is the steward of any organization, be it large or small The concepts of business apply no matter whether you are an entrepreneur or a manager for a well-established,... and Sustaining Your Business Plan 348 349 350 xx Contents The Practical Applications: Implementing and Sustaining Activities Epilogue: A Word From the Author Appendices 351 353 357–403 Appendix A: The Full Business Planning Model 357 Appendix B: The 1-Page Strategic Plan 361 Appendix C: The 1-Page Operational Plan 365 Appendix D: The 1-Page Organizational Plan 369 Appendix E: The 1-Page Resources Plan. .. planning, and a model to build a complete package WHY THE TRADITIONAL PLANNING MODELS FOR BUILDING A BUSINESS PLAN DON’T WORK I can contribute to your success by sharing a method of business planning based on an approach that’s different from the dry, tradi- Introduction xxix tional numbers method My experience is that you are currently using one of three approaches to business planning: traditional,... means the strategic goals are converted to short-term, practical, operational activities You will see the connection between your daily requirements and where you want to take the company The 5-Page Business Plan The traditional business plan does not meet the needs of real-world managers They need a simple, effective tool that is easy -to- read, portable, and keys them into what needs to get done My planning... of planning? 6 What internal or external forces would hinder your developing an integrated business plan? 7 Take a walk around your company and ask for a copy of your business plan How many copies can you find? 8 Ask employees a simple question: “Where are we going with this company?” 9 Ask your management team, “How satisfied are you with our planning process?” 10 Ask anyone, “Have you ever read a. .. verification of where you are today as well as documentation of where you intend to take the business Finally, it must serve as a reference tool for your employees and management as they conduct business This book creates a vehicle for bonding among your team What better way to become a team than to deal with real business issues in an orderly, professional fashion? And finally, this book helps you create . books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association,. Performance 211 Situational Analysis: The Bridge Between the Strategic Plan and the Operational Plan 213 Analysis of Company Performance 214 Analysis of Competition 215 Analysis of Market and Market.