The aim of these slides is to throw light on the scope and purpose of a business plan and execution of those plans.
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2. “The title sounds comparative, the
aim of this article is to throw light on
the scope and purpose of a
business plan and execution of
those plans.”
3. credit to bring
something into reality.
Planning involves
catering time to
research and ability of
forecast contingencies.
One blatant truth is that
great planners need not
be great executors. The
plans generated by a
manager could be the
best one, but only on
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“ What happens
when plans are
executed?”
5. Assumptions
Assumptions during planning turn out
to be wrong while executing them. A
lot of the assumptions used during
planning are out of the blue which are
not backed validation and
experience. Hence, plans based on
such assumptions backfire during
execution.
6. Environmental changes
Changes in the business environment
always backlash plans during
execution. Most plans stay away from
prospective environmental changes to
avoid risk. Nevertheless, considering
these changes into plan would enable
smooth execution.
7. Too many cooks spoil the dish
Plans are created by few at the top
management. During execution lot
more people are involved who need to
coordinate resources and
dependencies. If the human
dependencies lack coordination,
plans have higher chance of failing.
8. Dynamism inherent in
execution
Any plan that requires action to
happen, involves dynamism. The set
agenda may change due to various
factors.
9. Inability to adopt change
When people are asked to execute a
plan, it involves quick adaption. This
requires floor managers and line
managers to adopt new processes,
policies and external developments.
10. Co-manager disruptions
Political disruption is a problem that
occurs at the face of execution. When
managers cannot co-exist in a set
environment, it results in disruptions
that create a ripple effect and dilute
the motive of execution.
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