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BUSINESS PLANNING
There are always words that spread
throughout the business world that we all are
encouraged to understand and implement.
One of the more recent is the term `agile',
used to describe the way in which one must
operate to keep up with the world.
In essence, it means the preparedness to
change the current path we are on.
As an example, if you are developing a
piece of software, you may have scoped it out
very specifically and then realised it will take
you 18 months to develop. But the market
moves quickly and by the time your software
is ready for launch the market requires
something different to what you first scoped.
Becoming agile is, therefore, the ability to
change the scope mid-project to suit what
the market requires.
This ability should be applied to every
business. What we plan for now and what
we will need in the future will change in the
middle of the planning cycle. So, what we are
really saying is that we need `agile planning'.
You can scope out what will be required in
the future to whatever level of detail you
want to, but you must also understand the
market will change, people will change,
customers will change and the world will
change within any reasonable timeframe.
Therefore, the ability to change that
plan, and keep it current for the business,
becomes paramount.
MAINTAINING AGILITY
What is a reasonable planning timeframe
and how do you stay agile?
I have always prescribed that there must be
a long-term direction. Call this a vision or
mission if you like, but it really has to do
with where you want to end up. This might
be a seven to 10-year goal for the business,
but that is not a plan.
After a long-term goal you need to
shorten the timeframe of planning to two
to three years, at most. This is where some
strategic planning comes into play ­ creating
direction versus the competition noticing
changes in the market, and putting in longer-
term plans to move with the market.
You don't have to get everything down to
the last detail but you should have a clearer
picture of the larger steps you need to take to
reach the long-term goals.
From this point forward, the smaller
the planning timeframe, the better. Some
will say 18 months and others 12 months.
For most small business, and those in
relatively fast-moving markets, the planning
timeframe becomes just 90 days.
What are the key issues that need to be
addressed, how are we going to address
them, who is going to do what and when
is it all going to happen?
During the 90-day period it's heads down
and focusing on getting the work done. After
90 days you can look forward again to see
what has been achieved and what hasn't
before planning the next 90 days.
Of course, this doesn't mean the plan will
not change within the 90-day timeframe ­ it
will. It's just that 90 days is long enough for
you to achieve something but not so long
that everything will change around you.
And that is agile planning in action!
DIRECTION
CHANGING
If you want to advance your business,
Adam Basheer recommends getting
to grips with the term `agile planning' and being prepared for change.
Adam Basheer is
Managing Director at
Fit 4 Market Pty Ltd.
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