Business Planning

Making it Happen

To this point, you will have gathered information about the business and a range of matters which affect its performance. That information will have been analysed and the business strategy needed for the 21st Century will have been developed. Action plans, incorporating the tactics of how you carry through your plans will have been drawn up. The vital stage has now been reached – how to make it all happen.

Keeping on top of the plans, and making sure that the plans are known to, and understood by, everyone concerned is important. But there are a couple of fundamental issues which you must address.


To have the best possible chance of success, the business needs clear leadership and this must come from the chief executives and management teams. Business Planning is not a ‘one off’ exercise – the plan you create is dynamic and needs to be monitored. Properly created, the business plan will be adaptable to changes in the business and its environment and it will lead to clear improvements in the business. To achieve these improvements, the business must be willing to take on board the changes which will ensure success.

Only if you, the chief executive, are fully committed to the plan will it have any chance of success. You must communicate enthusiasm and commitment through your leadership to the management team and everyone else in the business. You must strive to ensure that your management team’s commitment is as high as your own and they must work towards securing the commitment of their subordinates.

In essence, you must become a more effective leader and you must demonstrate the value of the business plan. Your role in ensuring the success of the plan is vital.


The business plan you have developed will not work by itself. Nor is it possible that you alone will be able to make it work. You need to create teams to undertake specific parts of the plan and you may need to review the basic structure of the business to encourage those teams to be as effective as possible. Developing teamwork is something that you must undertake. It will mean being closer to your staff and improving communication channels. Thoughts should be given to who will make up the teams and what skills are needed as well as which responsibilities will be delegated.

The basic function of the team needs to be clearly understood by everyone involved. The team must appreciate the need to complete an objective or task in a predetermined and agreed time span and within a set budget.

Continuous Improvement

The business plan is not something which you can complete and put away. If it is to be of use, it will be a dynamic plan for the whole business. In operating such a plan, you will set a course of continuous improvement.

The plan should be reviewed through a system of regular consultation which itself could form part of your in-house quality system. The regularity of review will depend on your business circumstances and the speed of change.

In the long-term, you must be prepared to re-assess your objectives in light of the changing business environment. This would normally take place on a two to five year cycle. Fine-tuning the plan, or any of its constituent elements, can take place much more regularly.

This whole issue of ‘continuous improvement’ is a complex one and involves a commitment to a policy of total quality.

Business Planning Guide © Crown Copyright 2011

1 2 3 4 5 6 7 8

Leave a Reply

Your email address will not be published. Required fields are marked *


You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <s> <strike> <strong>