Execution Archives -

Imagine the whole strategic plan for your business on one page. A document so succinct and crystal clear that everyone understands where the business is heading (the goals), how it’s going to get there (the strategy) and how it’s going to happen (the execution).

Every business needs a clear direction. A plan that works hard for you, driving alignment, accountability and focus. A plan that’s action-oriented, making it easy for everyone in the company to know where they’re going and what they need to do to get there, without being bogged down by complexity.

That’s what you’ll have when you create a One Page Strategic Plan, and it is the lynch pin in Scaling Up Methodology. Attend the Scaling Up Coaches NZ inaugural Scaling Up Masterclass, coming this June, you’ll have an opportunity to start your One Page Strategic Plan, with your team in a valuable workshop setting.

For some leaders, however the pursuit of the perfect plan can lead to no plan whatsoever – so before we get started on explaining the One Page Strategic Plan (OPSP), there are three planning road blocks we need to address.

Aiming for Perfection.

If you’re aiming for the perfect plan, you’ll never get started and you’ll never finish! First, get it down, then get it right. The first step is often the hardest.

Sticking to the plan like glue.

Yes, it’s a plan – but as we all know life generally doesn’t go to plan. The plan will change. It’s a live document – consistently revisit and update it.

The Bottom Drawer.

A big mistake many businesses make is to work on a strategic plan, consider it ‘done’ – then park it in the bottom drawer, rarely revisiting and reviewing it. Keep it alive! Talk it, review it, challenge it (and the assumptions). You need to be constantly asking – what has changed and how do we respond?

The OPSP explained

The main components of a OPSP require you to answer seven basic questions: who, what, when, where, how, why, and the often challenging question, “But should we or shouldn’t we?”

Core Values/Beliefs – the rules defining your beliefs, and the boundaries for decision making.
Purpose – what impact does your company want to make?
Targets – where the company is headed
Goals – what results need to be achieved
Action – how your company plans to achieve its vision
Theme – what is the theme, celebration and rewards for your #1 Priority?
Your Accountability – who is accountable?

At the top of the OPSP, you need to consider the ‘Drivers’ for your plan – People and Process. Here are a few thought-starters for you.

People/Relationship – what measures will alert you that you are getting, keeping or growing these key relationships?

Employees
a.     Engagement / Retention / Employee net promoter scores
b.     Learning and growth goal achievement (though training hours may be simpler or easier to capture)

Customers
a. Outcome achievement (such as time, cost, risk or value measurement)
b.     Net Promoter Score / Referral Percentage

Shareholders
a. Revenue growth
b.    Profit

Process/Productivity – what are the indicators you are getting better, cheaper or faster on these key processes?

Make / Buy
a.     Value / supply chain health measure (such as throughput, first contact resolution, and service delivery time)
b.     Labour Efficiency Ratio

Sell
a.     Sales cycle length
b.     Average engagement or project value

Record Keeping
a.     Financial reporting timeliness
b.     CRM update completeness

American athlete and politician Jim Ryun once said, “Motivation is what gets you started. Habit is what keeps you going.”

It’s all very well to take off from the starting block with fire in the belly. It’s the ‘keeping going’ that really matters. And that’s where habits come in, especially in a business that’s growing at an exponential rate.

Within the world-renowned Scaling Up Framework, it’s the Rockefeller Habits that put you back in the driver’s seat and heading in the right direction.

The Rockefeller Habits Checklist has already helped thousands of companies scale up while reducing the time needed to run their business.

The 10 habits have not changed for more than 100 years since John D. Rockefeller implemented them in his business, making him the wealthiest man ever, even by today’s standards.

So what makes the Rockefeller Habits so powerful?

A sharp focus on execution and honing the business, driving profitability above all else
A systematic approach, working with consistency and repetition.
A ready benchmark as to how your business compares with Great businesses.

The Rockefeller Habits can be the ‘circuit breaker’ that stops inertia setting in, maintains momentum and has you heading to the finish line.

Here’s what happens when the 10 Rockefeller Habits are ‘living’ in your business (as explained by Verne Harnish, author of Scaling Up: Mastering the Rockefeller Habits)

The executive team is healthy and aligned. Everyone understand each other‘s differences, priorities, and styles.
Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward. For true scalability, one goal is made a priority, and make sure everyone is on board to achieving it.
Communication rhythm is established and information moves through the organisation quickly. Daily, weekly, monthly, quarterly and annual ‘Meeting Rhythms’ help address the number one challenge people face when working together: communication.
Every facet of the organisation has a person assigned with accountability for ensuring goals are met. One accountable person is assigned to each cell within the organisation and it’s clear to everyone throughout.
Ongoing employee input is collected to identify obstacles and opportunities. Senior leadership and middle managers have engaged their employees in data collection from within the company.
Reporting and analysis of customer feedback data is as frequent and accurate as financial data. Senior leaders are formally talking to one customer a week to gather data about the market and competitors.
Core values and purpose are ‘alive’ in the organisation. Values are discovered, Purpose is articulated, and both are known by all employees. (This habit gives you a baseline for current and future decisions, including when making a hire, sharing praise and giving constructive criticism.)
Employees can articulate the key components of the company’s strategy accurately. Everyone in your organisation knows your brand strategy, including the three main brand promises.
All employees (yourself included) can answer quantitatively whether they had a good day or week. Otherwise, you’re not clear on priorities and KPIs.
The company’s plans and performance are visible to everyone. Scoreboards are everywhere. Goals, metrics and plans are up around the company for everyone to see, keep track of progress and remain engaged.

Knowing the formula is the easy part. Successfully implementing the formula is where things get tricky.