How continual planning boosts business planning

Right framework makes sustainability of a business long lasting & efficient. 🎯

Happy new year - time to start business planning? I don't mean to spoil anyone's day - but for many it is about now when some organisations ask their staff to spend weeks developing plans for the year ahead. Don't get me wrong - we need to plan, and we need motivational targets to drive against - but BE HONEST - how many of us find our business plans are more about putting money into buckets more than driving the organisation forwards? It's not that our thinking / planning is no good - but EVIDENTIALLY, many of us: - are not clear on business purpose We do not: - cascade objectives through the organisation very well - prioritise between objectives, or balance BAU, value creation and change - measure results related to objectives - leverage technology to manage information related to strategy delivery - operate or support the operation of 'strategy delivery' How can an organisation get on top of the implications of business planning in those circumstances!! What is the point of business planning if we can't control the implications, or tweak our plans - and re-cascade / integrate them - based on progress and changes in our environment? It CANNOT BE a surprise that business plans are out of date after a month, irrelevant after 3 months, ignored after 9 months. HOWEVER - you may work for an SME that doesn't have much infrastructure and is struggling to mature in this area - but as an SME looking to survive and thrive - strategy delivery is key!! It is ok to paddle your boat harder, but at some point - you need to fit that outboard motor to go any faster. We believe you have to think BIG - and use the Business Integrated Governance Body of Knowledge (https://big-cic.org.uk/) to define the capability you need for the operation of strategy delivery. I'm starting to put together a briefing primarily aimed at SMEs to help then define and build the basics that larger organisations more often (far from always!) have behind strategy delivery. Please do revisit your planning - but this year - why not take a look at how you will be set up to systematically deliver against it? Read more here, register interest in a briefing, or contact us to find out more...fit the outboard motor. https://lnkd.in/evyyHUsM

Happy new year - time to start business planning? I don't mean to spoil anyone's day - but for many it is about now when some organisations ask their staff to spend weeks developing plans for the year ahead. Don't get me wrong - we need to plan, and we need motivational targets to drive against - but BE HONEST - how many of us find our business plans are more about putting money into buckets more than driving the organisation forwards? It's not that our thinking / planning is no good - but EVIDENTIALLY, many of us: - are not clear on business purpose We do not: - cascade objectives through the organisation very well - prioritise between objectives, or balance BAU, value creation and change - measure results related to objectives - leverage technology to manage information related to strategy delivery - operate or support the operation of 'strategy delivery' How can an organisation get on top of the implications of business planning in those circumstances!! What is the point of business planning if we can't control the implications, or tweak our plans based on progress and changes in our environment? It CANNOT BE a surprise that business plans are out of date after a month, irrelevant after 3 months, ignored after 9 months. HOWEVER - you may work for an SME that doesn't have much infrastructure and is struggling to mature in this area - but as an SME looking to survive and thrive - strategy delivery is key!! It is ok to paddle your boat harder, but at some point - you need to fit that outboard motor to go any faster. We believe you have to think BIG - and use the Business Integrated Governance Body of Knowledge (https://big-cic.org.uk/) to define the capability you need for the operation of strategy delivery. I'm starting to put together a briefing primarily aimed at SMEs to help then define and build the basics that larger organisations more often (far from always!) have behind strategy delivery. Please do revisit your planning - but this year - why not take a look at how you will be set up to systematically deliver against it? Read more here, register interest in a briefing, or contact us to find out more...fit the outboard motor. https://lnkd.in/evyyHUsM

Happy new year - time to start business planning? I don't mean to spoil anyone's day - but for many it is about now when some organisations ask their staff to spend weeks developing plans for the year ahead. Don't get me wrong - we need to plan, and we need motivational targets to drive against - but BE HONEST - how many of us find our business plans are more about putting money into buckets more than driving the organisation forwards? It's not that our thinking / planning is no good - but EVIDENTIALLY, many of us: - are not clear on business purpose We do not: - cascade objectives through the organisation very well - prioritise between objectives, or balance BAU, value creation and change - measure results related to objectives - leverage technology to manage information related to strategy delivery - operate or support the operation of 'strategy delivery' How can an organisation get on top of the implications of business planning in those circumstances!! What is the point of business planning if we can't control the implications, or tweak our plans - and re-cascade / integrate them - based on progress and changes in our environment? It CANNOT BE a surprise that business plans are out of date after a month, irrelevant after 3 months, ignored after 9 months. HOWEVER - you may work for an SME that doesn't have much infrastructure and is struggling to mature in this area - but as an SME looking to survive and thrive - strategy delivery is key!! It is ok to paddle your boat harder, but at some point - you need to fit that outboard motor to go any faster. We believe you have to think BIG - and use the Business Integrated Governance Body of Knowledge (https://big-cic.org.uk/) to define the capability you need for the operation of strategy delivery. I'm starting to put together a briefing primarily aimed at SMEs to help then define and build the basics that larger organisations more often (far from always!) have behind strategy delivery. Please do revisit your planning - but this year - why not take a look at how you will be set up to systematically deliver against it? Read more here, register interest in a briefing, or contact us to find out more...fit the outboard motor. https://lnkd.in/evyyHUsM

Happy new year - time to start business planning? I don't mean to spoil anyone's day - but for many it is about now when some organisations ask their staff to spend weeks developing plans for the year ahead. Don't get me wrong - we need to plan, and we need motivational targets to drive against - but BE HONEST - how many of us find our business plans are more about putting money into buckets more than driving the organisation forwards? It's not that our thinking / planning is no good - but EVIDENTIALLY, many of us: - are not clear on business purpose We do not: - cascade objectives through the organisation very well - prioritise between objectives, or balance BAU, value creation and change - measure results related to objectives - leverage technology to manage information related to strategy delivery - operate or support the operation of 'strategy delivery' How can an organisation get on top of the implications of business planning in those circumstances!! What is the point of business planning if we can't control the implications, or tweak our plans based on progress and changes in our environment? It CANNOT BE a surprise that business plans are out of date after a month, irrelevant after 3 months, ignored after 9 months. HOWEVER - you may work for an SME that doesn't have much infrastructure and is struggling to mature in this area - but as an SME looking to survive and thrive - strategy delivery is key!! It is ok to paddle your boat harder, but at some point - you need to fit that outboard motor to go any faster. We believe you have to think BIG - and use the Business Integrated Governance Body of Knowledge (https://big-cic.org.uk/) to define the capability you need for the operation of strategy delivery. I'm starting to put together a briefing primarily aimed at SMEs to help then define and build the basics that larger organisations more often (far from always!) have behind strategy delivery. Please do revisit your planning - but this year - why not take a look at how you will be set up to systematically deliver against it? Read more here, register interest in a briefing, or contact us to find out more...fit the outboard motor.

💼 Continue on the series on business planning frameworks. Business success hinges on effective planning—but not all frameworks are created equal. Among the many tools available, the 4 Disciplines of Execution (4DX) is often lauded for its simplicity and execution-oriented nature. However, when scrutinized through the lens of business planning, its strengths can sometimes be overshadowed by critical limitations. This article delves into 4DX’s effectiveness for business planning, highlights its strengths and weaknesses, and helps you identify navigations to achieve your business goals. While 4DX’s simplicity and goal-focus are appealing, these traits also reveal its limitations as a comprehensive business planning tool. 💎 4DX The shinning light - Crystal-Clear Focus on Goals 4DX’s emphasis on identifying and pursuing Wildly Important Goals (WIGs) encourages teams to concentrate their efforts on high-impact objectives. This disciplined focus is invaluable for organizations struggling to prioritize amidst competing demands. - Execution-Driven Culture By emphasizing actionable steps and accountability, 4DX creates an environment where teams are motivated to consistently align their actions with desired outcomes. Its use of lead measures—actions that directly drive results—ensures that efforts remain purposeful and results-oriented. 💊 Where 4DX Falls Short 1. Missing Criteria for Prioritization While 4DX emphasizes focus, it assumes organizations inherently know what goals are most important. Without guides, tools to evaluate and rank priorities, businesses risk chasing objectives that may not yield the highest returns or align with long-term strategy. 2. Weak Resource Allocation Guidance One of the framework’s most significant gaps is its lack of direction on resource planning. For example, a company setting a WIG to improve customer retention might struggle to determine how much time, budget, or manpower to allocate to this effort, leading to inefficiencies or overburdened teams. 3. No Historical Context for Metrics 4DX encourages setting lead and lag measures but offers no method for grounding these metrics in historical performance. Without this context, businesses it's hard to know what the actual strategic thinking is, are we being ambitious or conservative? Company hasn't yet competent at forecasting might struggle following. 📚 4DX are excellent at what they are - operational principles, but not a planning guide. For operations that haven't reach certain maturity, this kind of lacking can result in one-dimensional plans, misdirected focus and dis-integration. Incorporate 4DX into a comprehensive planning framework could result magical result. #BusinessPlan #4DX #Framework

When Strategic Planning Goes Off the Rails (And How to Get It Back on Track) Picture this: Your friend's in Mutare and pops into Holiday Inn for a quick beer. Nature calls, and suddenly while in the bathroom he's privy to some banter from the adjacent room that would make any CFO cringe. The gist? A team's rushing through a workshop just to burn through their budget, ensuring they don't lose funds or face cuts next year. Shocking, right? 😬 But here's the thing – this scenario is more common than we'd like to admit. It's the corporate world's version of "use it or lose it," and it's a far cry from the thoughtful, strategic planning that can truly propel an organisation forward. So, what if there was a better way? (Spoiler alert: There is!) Enter our AI-Powered Strategic Planning and Business Model Canvas creation guide. It's not just a tool; it's your ticket to turning those hasty, last-minute budget burns into goldmines of innovation and growth. Here's how we're flipping the script on strategic planning: 1. AI Prompts That Pack a Punch: No more staring at blank pages or rehashing last year's plans. Our AI guides you through every step, asking the right questions and sparking ideas you might never have considered. 2. Consultancy That Doesn't Break the Bank: Think high-level strategy is only for the big players? Think again. Our AI-assisted consultancy brings top-tier insights at a fraction of the cost. 3. Live Workshops That Actually Work: Remember those workshops where half the room is checking emails? Our facilitation brings energy, focus, and results – whether in person or virtual. 4. Year-Round Strategic Thinking: Why cram all your planning into one mad dash? Our system keeps you strategically nimble all year long. 5. Budget Justification Made Easy: Imagine walking into budget meetings with clear, data-driven plans rather than vague hopes. That's the power of our approach. As we dive into the strategic planning season, ask yourself: Do you want to be the team scrambling to spend, or the one setting the pace for innovation in your industry? Our AI-powered system isn't just about planning; it's about transforming how you think about and drive your business forward. It's the difference between using your budget and investing in your future. Ready to turn your strategic planning from a necessary evil into your secret weapon? Let's chat. Your future self (and your CFO) will thank you. P.S. Unlike that overheard conversation, this is one piece of insider info we actually want you to share. Tag a colleague who needs to up their strategic game! Visit https://senseo.tech/shop/ or email [email protected] to get started #StrategicPlanning #AIInnovation #BusinessGrowth #DigitalTransformation #BusinessModelCanvas #StrategicPlanningTools #BusinessModelInnovation #AIDrivenStrategy #WorkshopFacilitation #BudgetOptimisation #OrganisationalSuccess #BusinessGrowthStrategies #CorporatePlanning #StrategicWorkshops #BusinessStrategy

Have you thought about streamlining your business planning process? Using a simple business plan template can save you time and structure your ideas effectively. This approach helps clarify essential concepts and identifies your target market, increasing your chances of attracting potential investors and avoiding common pitfalls like lack of cash flow. On the flip side, while straightforward templates are great for quick reference, they might leave out important details necessary for a deeper understanding of your business model. Some founders may find that a one-size-fits-all template isn’t flexible enough for their specific needs. An alternative is a more detailed, comprehensive business plan. This style allows for a thorough examination of all aspects of your business, from financial projections to competitive analysis. Such a plan can offer a clearer, holistic view, but it requires significant time and effort, which might be overwhelming for startups focusing on agility. Balancing both methods could be your best bet. Start with a simple template to get your ideas down quickly, then expand into a detailed plan as you clarify your strategies and gather more data. By layering your methods like this, you can ensure you’re covering all bases without feeling bogged down from the start. To maintain this balance, keep your simple plan clear and focused. Supplement it with detailed notes or appendices as you gather more information, and don’t hesitate to adjust your approach as your understanding of the market evolves. 🌟

Strategic vs Business Planning: Which Path Should Your Small Business Take? We all know that planning is essential for success. But have you truly grasped the distinction between strategic planning and business planning? This critical difference can make or break your ability to not just launch, but to achieve sustainable growth and scalability. Business planning is all about laying the groundwork for a new venture. It's your roadmap for getting off the ground, detailing strategies, financial projections, market analysis, and operational specifics. A solid business plan is crucial for securing funding and providing direction in those critical early stages, typically covering 1-3 years. Key components include an organisational plan, financial plan, and sales/marketing plan - all geared towards investors, lenders, and potential partners. But what happens when you've made it past that start-up phase? This is where strategic planning enters the picture. While a business plan is about execution, a strategic plan is about looking ahead and defining your long-term vision. It guides established organisations towards future growth by identifying opportunities and developing strategies to build a true competitive advantage and expand market share. Strategic planning takes a wider lens, covering 3-5 years or more, and its primary audience is your internal team. I've worked with countless small businesses that have fallen into the trap of relying too heavily on their initial business plan without evolving their strategic outlook. The key to breakthrough growth is mastering the transition from laser-focused execution to big-picture visioning. With a strategic plan in place, you're able to align your entire organisation around common goals, fostering innovation, agility, and proactive risk management. At the end of the day, both business planning and strategic planning are vital tools for any small business owner committed to long-term success. Don't just take my word for it - research shows that organisations with a strategic plan tend to outperform those without one in areas like revenue, sales, and financial growth. In what ways has having (or not having) a strategic plan impacted your ability to innovate and remain competitive in your industry? #BusinessStrategy #StrategicPlanning #BusinessGrowthStrategy 💡 PS: If you're an ambitious business looking for support on Strategic and Business Planning visit https://bit.ly/nwgstratpln today, and take the first step towards a future of limitless growth and scalability.

Strategic Planning for 2025 and Beyond Today, as part of our year-end business planning series, we’re focusing on Strategic Planning to set your business up for long-term success. It’s hard to get anywhere in life and business if you don’t know where you’re going, YOU NEED A PLAN! 🔍 Key Areas to Focus On: 1. Track and Analyze Business Value: Regularly assessing the value of your business will keep you informed of its strengths, areas for improvement, and progress over time. Consider a comprehensive valuation to establish a baseline, and then monitor value annually to stay on track. 2. Set Revenue and Value Goals: * 1-3-5-10 Year Revenue Goals: Map out realistic revenue targets for the next decade, with more specific targets for each near-term period. These milestones will help you align short-term actions with long-term aspirations. * 1-3-5-10 Business Value Goals: Establish value targets alongside revenue goals, as growing business value is key to increasing your exit options and overall market attractiveness. Aim for consistent, strategic growth that enhances business worth year-over-year. 📌 Pro Tip: Now that you have these goals in place, create a step-by-step plan outlining how to achieve them. Breaking down larger objectives into actionable steps will make it easier to stay on track and adapt as needed. Stay tuned for tomorrow’s post, where we’ll discuss Tax Strategies for 2024. BusinessValuation#StrategicPlanning#startupbusiness#BusinessStrategy#smallbusinessowner