A hand holds a pen over a marked map, with coffee cups and a water glass sitting on the map at the edges of the frame

Mapping High Level Strategy to Everyday Work with the Travelling Salesman Problem

By Chally Kacelnik

It’s an exciting time when organisations are overhauling their vision and planning: synapses are snapping, there’s energy in the air, and people are engaged with building an exciting, compelling story of how their organisation is going to be in the future. However, when it comes time to turn intention into reality, that’s when things might get a little stuck and start to stagnate.

There will be those in the organisation who nod through the changes, but believe it’ll be another false dawn and that everything will go back to business as usual. Effective leaders will bring the rest of the organisation on the change journey and entrench the new business as usual. However, for many organisations, strategic planning and visioning is sadly just seen as the stuff you have to tick off before getting back to the “real work”. It’s not seen as what should drive that work.  The challenge is not only to develop the new ways of doing things, but to make sure they’re truly reflected in people’s activities and beliefs.

How do you make the new, compelling way of doing business not just something to pin on the wall, but a felt reality in day to day activities? It’s often difficult for individuals to see how the work they do – their activities, the systems they work with, the parts of processes they undertake – relates to the work of people in other parts of the organisation, let alone the overarching vision, strategies, and goals. 

From a bird's eye view, a computer monitor and scattered paper, phone, and writing implements. Forearms are shown, with the right hand holding a pink highlighter.

A Fresh Approach to Business Planning for the Next Financial Year

By Peter White

Thinking about how your business planning has gone for this financial year?

Does this sound familiar then?

Here we go again!

Looks like I’m going to have to turn myself inside out again to produce a business plan for next year!

Why does it have to be so complex? No one really reads it after it’s been approved anyway.

I’d better get the one I did last year out of my bottom drawer to see if we achieved any of the “stuff” that we said we were going to do last year.

Oh dear, looks we didn’t do all the “stuff” we said we were going to do, but we did do a lot of other great “stuff’’!

Oh! It looks like we didn’t deliver on our promises. Hope we can do better next year.

Best get started on the plan. Hmm, now where is that business planning template?

Do you get frustrated by the business planning process? Do you feel it is a waste of time? Do you feel like you are doing lots of “stuff, ” but not turning your intention into reality? Do you find it hard to keep track of all the things that you committed to in the plan?

Well, if you’re thinking of using the same old process and expecting better results this time around, you are taking an unnecessary risk.

When I talk to clients, I say business planning doesn’t have to be complicated in the extreme. Part of the challenge is setting off from a sensible platform. For this, we have the Plan-Do-Check-Adjust process, which in my view is “Agile” thinking at its best. Here’s how I approach the planning process.