Company Planning

 

Organisation Technology’s business planning process takes a very different path to that usually taken. That model is most commonly used for the purpose of gaining bank finance or a government grant. Our process is more in line with what a person naturally considers a business plan might be. It is a series of clever and carefully considered steps, based on known data and successful experience, to improve and expand the business and to make it more profitable and viable.

 A key aspect of our business planning model is the recognition that in every successful organisation, it is the personal motivations, interests and particular skills of the most senior person in the organisation, usually the founder, that provide the essence of the success of the organisation. In other words the very character of the most senior person in a successful organisation forms the core or spirit of the group. This must be identified, captured and made into vital policy for the organization. From there it must become known, used and exhibited by every employee for this is the stuff that will carry the company forward into a long and successful future.

Therefore, before we begin any business planning we must clarify and document the personal goals and plans of the founder. This is accomplished through our Life Plan program.

The steps

  1. The first step of business planning is instruction in the planning process using PowerPoint presentations. Following that, we assist the founder to develop a Life Plan covering personal goals, purposes, policy (successful rules for life), plans etc. This step will also provide data vital to the management of the company when converted into the organisation’s basic policy. Next we assist the senior executive to discover and document their key successful actions when managing the organisation. These are also converted into the organisation’s policy.

Many organisations decline when the founder hands over leadership of the group to another person. The most common cause of this decline lies in failing to identify and document the successful actions of the founder of the organisation, make them company policy and ensure that the future leader knows and follows these policies exactly and continually.

 

  1. Discover and document the immediate, short-term and long-term plans of the founder, including any plans for the handing over of the most senior duties.
  1. Assist the founder to present the planning to the executives of the organisation, consider their suggestions for changes and additions and document the final result. All then sign that they accept and agree with the planning.
  1. Assist the founder and the executives of the organisation to develop detailed programs to implement the plans. The plans developed are broad statements of intention. As such they are too big to be easily grasped or attain. So we break them down into smaller steps that are attainable. We then drive the staff to complete these smaller steps. Working is this way we can be assured the broad plans will be achieved. It is the responsibility of the executives to convert the broad plans of the founder into doable programs, and then ensure they are completed.
  1. Assist the founder to make the policies, plans and programs known, understood and supported by all employees. Also, where appropriate, the plans are also known to associates, suppliers and clients of the organisation.