The first action to take when starting a plan, is a long-term vision for the company over the next two to three years. Not just overall, but for all sectors of the company. These visions should then be listed in order of significance and next step is to set a number of shorter-term objectives for each vision. Then decide how to go about getting the results to show that the firm is achieving its objectives towards the long-term visions. The dynamic approach to this is circular – For this system to work, dynamic action must follow.
Before starting, the first thing to ask is this.
If you really want to change your long-term vision, then your policy must change and so must the way you approach the next phase.
Areas to consider for each sector of the business.
1. Commercial direction, rationale and priorities.
This should provide a focus, describe the rationale and priorities where appropriate, and reflect the degree of ambition of the Management Team.
E.g. To become the most outstanding company operating in your area. To develop the business throughout the area within the next five years using a systematic program of income opportunities and an autonomous management structure.
2. Philosophy, policies and values.
These should be features, central to the development of the company.
E.g. Quality Assurance should be a key feature to all aspects of the business as it grows. Every new area and new office will have a Quality System maintained once it is operational.
3. Qualitative goals to achieve.
This is to focus the attention of the entire staff on the crucial areas for the success of the business.
E.g. You will continue to maintain and advance our Quality System in every area of our business as you grow. Where possible, members of staff will have the opportunity of advancement within the organisation.
4. Financial performance.
E.g. The aim is to achieve a situation of increasing our turnover in each area of business by at least four times in the next five year.
5. Future ownership.
The question of ownership, size and management are closely connected.
In order for the vision, strategy and tactics that you are discussing may be achieved, particularly if it demands high performance, it is not enough to write it down. The Management Team and everyone involved in the management of the vision needs to:
1. Organic growth
This is developing the business from within. Which is what you are doing today.
2. Licensing and royalty deals
A five year licence may be granted to use your Q A guide notes and system and a royalty for every client. This will be known because the Questionnaire and Guide Notes are published and copywritten and numbered for each client.
This is the arrangement whereby a company enables people to run their own business, using a proven format and the support of the franchisor. If successful, the customer should not be able to tell if a particular branch is owned or franchised, because the quality and presentation will be the identical.
The fundamental requirement for a franchising operation is an original concept of widespread duplication given the necessary support from the franchisor.
4. Joint ventures
To bring clients closer in connection to you for the following reasons
At the end of the meeting, there should be a number of objectives to achieve and actions to be taken. These should cover
1. Business development projects
List the improvements or changes or new projects and who is the person responsible and when they should achieve certain results.
The ‘Project’ must be an action eg complete certain work, change the way something is done or relocate something somewhere. These projects may be short or long term but they must be able to be seen regularly to be moving towards achievement. It is possible that one project is important in itself yet it is, in fact a part of a longer term company objective.
The structure must be designed expressly to help turn the vision into reality. The steps required are as follows. Once the vision is defined, a weighting must be given to this in the organisation structure now to help make it happen.
Therefore if you are looking to grow, you must decide when things will be needed to be done to organise and manage the growth.
Finally you should review the present organisational structure, because this can only be done effectively in relation to visions, strategies and obstacles which have been identified.