I like to think of defining flesh and bones as setting the steps. You have a strategy, you’ve got the heart of your business settled, but you want to set it down into concrete steps you can follow and track.
To follow up on a plan and turn it into effective management, you have to have specifics that you can track and manage. This turns a plan into a planning process, and it makes for management. This chapter deals with the specific steps you can take to make things happen. Remember:
Good business planning is nine parts implementation for every one part strategy.
So here’s what’s in this chapter.
Item |
Description |
Action Plan: What’s Going to Happen? When? | It centers on the milestones table, a simple specific plan for what’s supposed to happen, with start dates and end dates and responsibility assignments.It also includes the following taks:
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Basic Business Numbers | Don’t miss the opportunity to manage your business by running plan vs. actual analysis on some key numbers. It’s not necessarily the whole big (scary to some) financial forecast, but
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