322 CHAPTER 13 NOW MAKE IT HAPPEN
A change of focus
It hardly needs to be said that your focus has now shifted from planning to action (Figure
13.2). It should not be necessary to emphasise that these are not mutually exclusive activ-
ities. While you were planning, you were continually analysing what was going on at the
sharp end of your business. While you are running your business you should be continu-
ally re-appraising your plans to make sure that they are still realistic.
All the new information that comes to hand should be slotted into your strategic and
tactical analysis. You can react and adapt to changes in your environment. Easy for me to
suggest, I hear you say. Much more difficult to do. Day-to-day operational and administra-
tive issues are always so pressing and demanding.
However, you have a head start this time, because you developed a plan that is all yours
– you sweated over it, lived and breathed it, burned the midnight oil possibly for several
weeks developing it, fine tuning it, and now it is neatly bound and sitting on your desk.
Sales, sales, sales
This chapter describes the process that turns a business plan into reality. As you
read it, you might begin to think that processes and procedures are more important
than your business itself. This is just a result of the particular focus that I want to
give here. I assume that you know all about the sharp end of your business, and you
are reading this book to find out more about creating and executing business plans.
Never lose sight of the fact that all organisations exist to serve customers in
some guise. Service – and sales for profit-making organisations – are what keep the
organisation alive. All paperwork should be kept as simple and non-bureaucratic as
possible. It should do no more than enable successful operations.
• Positioning for the future
• Intellectual exercise
• Focus on effectiveness
• Analysis and intuition
• Fewer participants
• Reacting as the future unfolds
• Operational undertaking
• Focus on efficiency
• Motivational/management skills
• Larger number of participants
Figure 13.2 Shifting focus