I often ask our client companies the questions at the top of the page, knowing that although the question sounds simple, the answer is not. If it were simple, then more companies would be experiencing double-digit growth or profits.

Most business managers know their products or services well. But most folks that I come in contact with would love to know how to win big--to have more sales, become a market leader, or increase annual growth rates.

I like to recommend that companies go through the formal process of an annual strategic planning session, one that ITBD instructors assist in and one that is somewhat different from other planning.

Call it strategic planning, project planning, or strategic deployment, but the process of learning and doing is the key. At ITBD, we like to look at it as Lean Strategic Deployment--structuring the planning process to develop the strategy and actions plans, to identify projects to reduce waste in the organization, and
 
to ensure deployment is shared by all functions within the business. Here is a snapshot of how it would work.

A one-year plan is established which reflects the company vision and three- to five-year planning objectives.

Then, three-to-five breakthrough objectives are established. These objectives are high level, quantifiable, and critical to the company’s long-term economic future. For example, to improve on-time delivery to customers from 90 to 98% within a three-year period. If attained, this would bring the company to a new level of business.
 
Once the breakthrough objectives are established, teams put together action plans to achieve certain objectives. People would be assigned to carry out each action plan, and the teams would be designed cross-functionally, so that buy-in and accountability are across the board. Only action items which support the breakthrough objectives are listed; no other action items are allowed. This is necessary because most companies put together action plans and project lists that they never have time to complete and sometimes they end up working on items that are not critically important to the future of the business.

Monthly meetings are held to determine the status of the action plans. Discussions center around targets and goals not achieved rather than successes. Contingency plans are put in place for when monthly goals are not met and a team is off target. Follow-through is essential, as well as team collaboration and synergy.

Of course, in the model above, businesses need training, structured facilitated meetings, data collection, discussion, and regular tracking of initiatives.

At CCSU-ITBD, we have the experts who can help you develop and deploy this plan. We can help businesses win big!

For more information, call Tom Lorenzetti at 860-832-0704 or email inquiries to Tom at lorenzettith@ccsu.edu. Substantial funding is now available thru ITBD to help offset consultant costs.

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