324 CHAPTER 13 NOW MAKE IT HAPPEN
Where do you draw the line?
Blowing your business-plan trumpet is fine. But you have to follow up rapidly with
actions. This is going to sound familiar. A long time ago, back in Chapter 6, you set
strategy and strategic objectives in an iterative process. You followed this through by
developing operating plans and operating objectives in another set of intertwined activi-
ties. Yes, you guessed – you can now pick up from where you left off and do this at yet a
finer level of detail.
The logical flow from strategy to action is shown in Figure 13.4. If you tried to docu-
ment everything in your business plan, you would never get anything done. You have to
draw a line somewhere – and this is where you stop adding detail to your business plan
and move on to other things.
Take a look at Figure 13.5. This is very similar to the previous example. It shows how
strategy thrusts (or trickles, depending on your management) down through your organi-
sation. When operational plans are executed they result in single and repeti tive processes
that are guided by policies, rules and mini-plans. In developing these, you are extending
your planning and control right through your business.
Step 1.
CEO and senior executives
introduce plan to divisional
managers and their deputies
Step 2.
Divisional heads (preferably
with senior executives present)
introduce plan to functional
managers and some of their
employees
Step 3.
Functional heads (preferably
with divisional heads present)
introduce the plan further down
the line
Figure 13.3 Cascading meetings
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