The Perfect Planning Process
a plea for simplicity in strategic planning

By Roy Zazeraj

Oh no! not again!

Another year, another three long days thrashing out the annual strategic plan. Nice venue again of course. Good food too - perhaps even time for half a day on the golf course. But the tedium! Going round in circles, endlessly nitpicking about the precise difference between a mission and a vision, between strategy and tactics. And what the hell was the credo again - or was it values we were talking about? The financial director will probably again irritate everyone by insisting on a review of last year's stratplan. The Marketing Director will be fresh from the latest Executive Short Course and show off his knowledge of the latest theories. The MD will give free reign to his ego as usual, dominating discussion, and doing his King Solomon impressions. What a grind - even with a guest speaker who speaks marginally on the topic. It was a right of passage the first time round, even felt comfortable the next few times (so this is what the big boys do!).

But to face it again?

And the result? Last years impossible list of essential key actions severely pruned down from 37 to 58. No real idea of who or how ("we'll sort out the detail later"). Everyone agreeing the need to rigorously prioritise and cut out less important resource guzzlers, but no one agreeing on which ones. As the Christmas cracker slip said " a conference is a gathering of important people who singly can do nothing, but together can decide that nothing can be done". And then the impressive final document, summarising the high-powered discussions and erudite conclusions (the MD's secretary has creative minute-taking down to a fine art). It might even warrant a video to spread the word to the faithful and confirm the value of the time and money spent on the annual retreat. Then it all gathers dust as we revert to the familiar "play as you go" way of running our organisations.

Where did we go wrong?
Any of the above sound a little familiar? Yes, it's a caricature. Yes, it' a little cynical. But no, it's not all that unusual. Your organisation may not suffer from all of the above, but there may be aspects that bedevil your annual strategy sessions. This could range from poor planning of the sessions (the so-called "flexible format") to poor facilitation of the sessions. Or trying to follow an overly theoretical strategic planning model - or no model at all.

A more effective approach?
After years of patient suffering, bored watching, frustrated thinking and copious doodling in strategy sessions (similar to the birth pangs of most true art) the twelve step Perfect Planning Process (PPP) has been developed (see fig.1). It consists of a series of idiot-proof (not guaranteed) strategic questions, which if answered rigorously will provide you with a meaningful strategic plan. This is shared in a spirit of abundance and the hope that if the process is applied it will result in some sustainable and goal-directed action in your companies. All you need for a good planning session are the basic PPP steps. From experience, a good (preferably independent) facilitator, with a full mandate to stick to the basics, is also helpful.

The PPP Steps
For the sake of clarity, the steps will be expanded on here. It is suggested the explanations be briefly covered by the facilitator at the start of proceedings and then destroyed (or at best kept as crib notes by the facilitator). Do not allow repeated debate on the meaning of the words - just get on with it!

1. WHERE DO WE WANT TO BE?
This is a statement (one paragraph recommended) of the desirable future, in general terms. Point form will do. Stick to one year ahead, maximum two.

2. WHAT ARE THE COMPONENTS OF THE DESIRABLE FUTURE?
Identify the discrete elements that make it up. We're talking major tangible components here, not a lengthy wish list. Between five and ten should do it.

3. WHICH OF THE COMPONENTS DO WE ALREADY HAVE?
Take a little time to be proud of what you have already achieved. List the components you can use into the future. Then remember, these represent history and there is probably some re-invention needed. But don't reinvent things if not needed (just to be seen to be doing something). NB. This is not a list of components you think you have (or think you might have), they must be real and demonstrable.

4. WHAT DO WE NEED TO - CHANGE? DISCARD? KEEP?
Re-look at the list in Step 3. Be ruthless in answering this question. And be specific. This is no time to defend pet projects, divisions or products. Yes, it often hurts.

5. WHICH OF THE COMPONENTS DO WE NOT YET HAVE?
This is the list in Step 2, minus the list in Step 3. Sift out fuzzy overlaps by forcing sub-components into only one component category. Without endless analysis and discussion.

6. WHAT IS NEEDED TO ACHIEVE OUR DESIRABLE FUTURE?
This is a summary point. It is also the opportunity to list the general actions needed to put the components, or changes to components, into place. See Steps 4 and 5.

7. WHAT WILL THE ORDER OF PRIORITIES BE?
This is often either overlooked completely or left dangling. But it is essential to respond to this question to minimize arguments on future resource allocation. The Pareto Principle (80/20 rule) and concept of leverage play a role here. What are the few components that will most help us achieve the desired future?

8. WHO WILL THE COMPONENT OWNERS BE?
Agree and assign accountability. Beware cross-functional projects and processes as they leave issues to fall between cracks. Cover all bases.

9. WHAT SPECIFIC ACTIONS ARE NEEDED?
Now we need to get into some of the detail. But this will all be clearly derived from the answers above. What exactly will be done by whom, by when and what other resources will be allocated (budget, people, equipment etc)? to achieve Step 6. Again, be specific. Don't move on until you have the answers.

10. HOW WILL WE TRACK PROGRESS/MEASURE?
How will this be done for each component and for each specific action? Who will do it? When will it be done? How will it be communicated and to whom?

11. HOW CAN WE QUICKLY RESPOND TO CHANGED CIRCUMSTANCES?
Having come this far there is a danger of getting a little smug. Remember, the business environment changes rapidly, with unforeseen challenges popping up all over. Our well-laid plans could be worthless in a month's time. We might have to do some rapid fine-tuning or even make radical shifts in strategy. What is our agreed process to ensure nimble responses to these changed circumstances? What early-warning systems will we have in place? (See also Step 10) . And who is responsible?

12. WHEN WILL WE FORMALLY REVIEW THE WHOLE PLANNING PROCESS?
When (quarterly, half yearly etc)? Tie this in to Step 10. This will be when we will start back at Step 1 and re-look at all the steps. The frequency might well be determined by the nature of your business and industry. However, few enjoy the luxury of successfully doing it once a year only - not any more. A strategic plan is a rolling strategic plan.

To the future
The Perfect Planning Process has been used and refined in practice. You are invited to do the same. If necessary adapt as required for your circumstances, but stay within the spirit of the PPP. Although the approach has been light-hearted, the subject is serious. Most forms of formal organisation, business or otherwise, follow some planning process. Many are pretty ineffective and even where acceptable, could do with refining for competitive gain. The PPP is an attempted contribution towards improvement, and a plea for keeping it as simple as our complex world allows. Try it with an open mind.

[First published in South Africa in Management Today magazine, July 2001]