Implement your plan successfully

Too many managers wait too long before thinking about implementing their policies. They finish their policies, and then only consider the question of implementation. This is a mistake. By waiting for their policies, they miss the previous opportunity to encourage successful implementation. Do not track their mistakes. To encourage successful implementation of your policies, you should take specific measures during, and after, your policies


For your policies, you have the opportunity to lay the foundation for successful strategy. Here are your special measures …

o Demonstration of management executives. If a board member is not committed to the policy process, nobody else will be. Powerful managers must demonstrate their commitment, not just for words but also for deeds. They have to defend their own time in planning. And also demonstrate the willingness to allocate the necessary resources to derivative methods.

o Select "right" programmers. Your Team Team members will come from the ranks of managers – especially your senior executives. This leads to the expertise necessary to develop the plan and also allows the necessary immediate policy decisions. And equally, it builds ownership among major executives who will later directly implement the resulting approaches.

o Collect "proper" pre-planning. Do not just collect obvious financial information. Also collect information about your customers and the benefits they are looking for in purchasing products and services. Why do they buy. Why do not they? And information about your contest. Their grants and weaknesses. And how the sacrifice is in comparison to yours. Effective approaches are provided by your management with the full gratitude of the company and its relationship with the market. You need to go well with the data. Collect information to build and maintain knowledge of the organization and encourage policy thinking.

o Enter input from your employees. Get your employees in planning. Use a survey to "rinse" issues that are important to them. Their participation will build up their commitment. Employees who have the opportunity to participate in the company's strategic plan constitute "part" of that plan. They are committed to the success of the program; and effective implementation of programs within the program. In its corporate strategy plan, the Vice President of Marketing said to one of our corporate customers: "Our market leaders are happy to see this plan. Looking forward to learning and their implementation."


During your appointments, you and your planner will develop every aspect of the policy. At those meetings you will find opportunities to encourage successful implementation of the program. Specific measures to do this include […]

o Encourage participation. Work towards a rich, lively discussion of all matters. Call input from hesitant and, if necessary, create more domineering of individuals. To do that, make sure that your mentor has not only expertise in the planning process, but also the ability to handle structures in the planning.

o Develop goals that you can track your current reporting system. You will be busy with implementing your program; You do not want the entrepreneur of a new reporting system at the same time. Yes, once in a while – especially for an "external" policy – you need to "find" some new measurements. But try to keep such reasons to a minimum.

o Develop a "balance" list of goals. Tend to set all your goals in the field of finance and marketing. Make sure that at least one of your goals is in human resources. A large number of employees care about human resources but about profits or sales growth. With one or two human resources goals, you can answer when an employee asks "What's wrong with me?"

o Develop strategies based on your company's strengths. If you are strong in marketing, you will do the best by introducing the way to success. If you are good at product development, you feel the best way to grow. Do not choose a policy just because it is now popular or because it worked well for another company. For a strategy to work well for you, it must be based on your company's strengths.

o Consider available resources. You need to evaluate the resources needed to implement each policy. Be especially careful about the violence of these resources – especially the nations & # 39; time. There is a fine line between challenges that encourages execution; and violence, which reduces construction work. Be careful.

o Develop integrated control system. Have the key manager take responsibility for implementing each policy. The name of the supervisor, together with the due date until the end, becomes part of your policy statement. Including name and due date as well as policy support for monitoring implementation of the program. It also ensures that the key manager "on" each policy.


After developing your strategies, you have more opportunities to encourage implementation …

o Conform your policy. Tell your employees about your policy. Especially those employees who want help with the implementation of the program. When you finish your dating, ask this close question about your planning team: "Now that we have developed our policy plan, how should we communicate it to our employees?"

o Connect the policy plan to your operating plan. Ask each manager responsible for a particular policy to take this policy back to his department. And there, ask those employees who want to implement a strategy to develop precise technology. Ask them to assign responsibility for each technology; to set the due date; to assume the necessary resources. Peter Drucker deliberately said: "Nothing happens until we reduce the policy to work." Implementation policy is work. You are well managed to manage it as such.

o Check your performance quarterly. You've probably heard saying, "If you do not recommend, it will not happen." This certainly applies to the implementation of a policy. With a quarterly monitoring system, you are well aware of your progress and related problems. And at your quarterly surveys, you can consider your options to get a progressive policy back on track.

o Optimize the process. Watch opportunities to improve your organization. This will help in implementing your strategies in subsequent years. In the third quarterly review of the policy plan, take some time to discuss planning. To look back on your date. Ask, "What went well?" and "What did not go well?" and "What changes can we do to improve the process next?" Explore all and all recommendations to optimize your planning – so it continually improves both strategic and strategic.


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