Sunday, February 26, 2023


Prioritize things, make use of clear targets, communicate effectively, set the right priority, bridge resource and investment gaps.

With the faster pace of changes and continuous disruptions, organizations today have to be learning agile, continue developing dynamic capabilities for leading their business forward. Thus, planning and forecasting become challenging, and often planning fallacy turns to be a business reality. 

The degree of planning has a positive correlation with the degree of uncertainty and unpredictability. Good planning and implementing are goal-directed, purposeful, and intelligent, to reach defined goals effectively.

It's important to define a set of strategic goals to produce higher than expected results
: Change is part of the business' new normal. If you are information-driven, you do the strategic planning that helps to define the eventual goal. Such goals should be really tough but reachable, clearly defined, cautiously optimistic. Strategic thinkers set the goal first, then decide how best to reach it.

The forward-looking companies, and those organizations achieve long-term performance success, nearly always evolve their vision, mission, strategy, goals with the changing times and market conditions. Such planning should have passed an eco-check in business management, build a comprehensive roadmap to achieve business strategy step by step in a measurable way.

It’s one of the scientific methods to use retrosynthesis for implementation scenarios:
Start at the ideal state of “to-be", then take a backward scenario for building needed business capacity to reach goals in a structural way. Business management develops the plan in backward thinking from the goal in order to define the critical pathway and which steps need to be fulfilled by when and who in order to reach the goal in time.

Such an approach advocates the scientific methods of researching, creating hypotheses and taking retrosynthesis processes to approve or disprove those hypotheses, with the intention to solve problems by “keeping the end in mind,” and making continuous improvement. The management teams reflect on what happened in the iteration, make sure there are no gaps, and identify actions for going forward via improvement and incremental goal achieving.

Involve every employee to have their set of professional goals, to participate in the development and execution of business goals, strategies and tactics:
It should strongly encourage employees to do self analysis, self management, and take consistent effort to unleash their potentiality. High potential employees are those who understand that learning, talent development is a lifetime experience, and then their experience will be a building block of developing professional competence and contributing to achieve business goals.

In management practice, there is a danger of not having a process to "develop and nurture" potential and performance. It’s always important to refine people’s professional experiences and what was going on when they felt most engaged and alive, and how to evaluate the performance of employees in a more objective and continuous way. Business leaders need to define who you need to have those responsibilities and talents, forecast the roles you need to navigate the planning-implementation journey driven by emerging trends and ensure calculated business results being achieved.

In order to make smooth implementation, the strategic planning needs to get to the level of specifically achievable goals, prioritize things, make use of clear targets, communicate effectively, set the right priority, bridge resource and investment gaps to enforce successful capacity planning and holistic resource management to improve implementation agility, enhance an iterative planning-implementation continuum


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