I see many business improvement plans on my journeys.
Many of them have a high level feel to them, general statements of intent rather than action plans.
Are yours like this?
If the answer is yes, then perhaps it is time to 'explode the details'!
High level plans are fine when you are talking about the overall plan, but when you get down to executing the plan and taking action, you might need a little more detail.
You might need to break the information down over the next week into absolute details so that you know on each day of the week which actions are going to be undertaken and by whom.
Further out than one week you might just want to know roughly what actions are going to be taken.
Of course you need to find the preference that suits you and your business, but the point is this:
Many of them have a high level feel to them, general statements of intent rather than action plans.
Are yours like this?
If the answer is yes, then perhaps it is time to 'explode the details'!
High level plans are fine when you are talking about the overall plan, but when you get down to executing the plan and taking action, you might need a little more detail.
You might need to break the information down over the next week into absolute details so that you know on each day of the week which actions are going to be undertaken and by whom.
Further out than one week you might just want to know roughly what actions are going to be taken.
Of course you need to find the preference that suits you and your business, but the point is this:
The closer the actions are to today, the more detail they need to have
So, how much detail do you have in your improvement plans?
Giles
Giles Johnston
Author of Business Process Re-Engineering and creator of the 'Making It Happen' online course for improving continuous improvement skills.