Hey there and welcome back to Best Practice
TV in this episode what we’re talking about is what’s our plan, how we’re running
our strategy for the next 12 months stay tuned. So what I thought I’d cover for
you today is just give you a quick example here on the whiteboard of how
we’re running Best Practice and how we’re developing our strategic plan for
the next 12 months. I thought there’d be some value for you guys to maybe copy
what we’re doing and if you want to quote Picasso “good artists copy, great
artists steal” so if you want to steal this from me it’s definitely what it’s
for, so a little bit of how-to. So the first thing I’m just going to go through
is the calendar. So we have a couple of activities coming up in the next five or
six weeks which is really exciting. The first one is our exec strategy. And
that’s a two day event and then the second thing that we’re doing is our
staff conference. Now we get everybody together from our staffs perspective,
twice a year. And our exact strategy day which is a two day workshop is once, then
we look at each quarter, and we look at the results of each quarter. So the third
thing we’re doing is quarterly and then we set 90-day plans, so we divide the year
into four parts we set our 90-day plans. So what that looks like is our strategy,
this is our exec, then we go into our staff conference and the other thing
that’s happening obviously as part of this exercise is q1 then we go q2 and then we go into q3 and then back to
our annual. Now we’ve used a couple of different systems to run this over the
years but what what’s happened is that we’ve sort of I guess with all of the
different things that we’ve used in the different inputs and different
consultants that have helped us over the years we’ve come up with this successful
formula so part of the success of Best Practice is constantly looking at this
quarterly cycle and just remaining focus so we never focus more than 90 days
ahead. We do, if there’s a project that’s maybe going to run for six months
or for 12 months, okay we say that’s fine it can run for twelve months
but we break it into quarterly components which is really important to
just stay focused on each sort of milestone and it gives us that deadline
to achieve a particular milestone. So our CRM for example, CRM has been an ongoing
project we’ve had where we’re now coming to our fourth CRM in the history of the
business, keep outgrowing what we build and so you know and there’s some
criticisms and challenges why didn’t we think about it well that’s just it is
what it is unfortunately so the criticism of ourselves is we didn’t
think big enough when we went into the first CRM or the second CRM or the
third CRM. So what we’re looking at is and it’s in process at the moment the
first quarter sorry so for q2 this year we spect the CRM q3 with building and
then q4 we’re ready to roll out so in q1 next year we’ll be doing the rollout, if
that makes sense. So that’s a long project and we’ve been basically, we’ve
been working on quarterly stages of that particular project. So that’s basically
how Best Practice runs from a strategic planning perspective. Now we’ve obviously
got a couple of significant events, out of our staff, now our staff are getting
together twice, we have our one day conference and then we have, obviously
one thing happens here in summer time here in Australia is we have our
festive season, so our staff process then comes around to what is our Christmas
party. And and part of our Christmas party is
it’s just this twice yearly catch-up because we’ve got lots of stuff all over
the country so that’s the sort of cycle with the bulk of our
people but then sitting on top of that is our executive cycle. Now in some of
the teams they have either weekly or monthly catch ups and updates and their
own project so our operations team for example meet monthly,
our marketing team meet weekly so there’s a couple of things there that
you know yes there’s a lot of meetings but we try to just systemize it so it’s
not at hoc and then just keep falling back into the routine and the habits and
that’s how you just get small incremental amounts of improvement. So
now that’s obviously our strategic cycle now the fourth thing that you might have
heard me talk about is our weekly exec. So I guess that forms the foundation
there’s a weekly exec our operations team I just mentioned meet monthly
our marketing team meet weekly and then I meet with our finance manager a couple
of times a week just to catch up on what the numbers are doing and you know that
things aren’t out of control but we try and sit on a systemized behavioural
process based approach and stay within those cycles. So that’s really the
skeleton if you like or the strategic planning and strategic management
process here at Best Practice. Now that spins off a couple of things there’s a
couple of inputs through these process and, it processes, and a couple of outputs.
So some of the inputs over here and if you’re talking about the process model
with ISO 9001 or any of the standard and this is how your Quality Management
System ties into your executive and business planning system is some of the
inputs here are obviously our first thing is our data. So these are all of
our numbers and I talked a lot about our 30 stats. Those stats are reported weekly
in the exec and then reviewed quarterly to look at how we’re tracking against
our targets, our target. Now when you look at iso 9001 we don’t use all of the
language with our quality management system that we talked about targets.
Objectives and targets so ISO 9001 talks about management
objectives and targets. We’ve got thirty statistics, management
objectives and targets and their part of our business plan. So that’s how your
business plan talks to your quality management system. Some of the other
inputs are obviously issues, or if you use a quality management system you
might call them non-conformance’s or opportunities for improvement. So opportunity for improvement or NCR so if your a quality manager watching
this, we feed those things into our executive planning process and I think
that’s very high level that’s a summary of how we’re tracking. Any of the data
there’s finance stuff in here there’s quality stuff in here there’s safety
there’s environment we’re looking obviously checking against our targets
and our issues and then what we then talk about is our outputs. So the first
thing in terms of outputs and I’ll just put it as a 4 so that we’re following
is any resource needs. So that might be training, it might be process improvement,
it might be budget and then we might talk about new plans for example. So it’s
really sort of an inputs and outputs, now we call this in ISO in any of the ISO
standards what do we call all of this? That’s our business planning and
leadership and this is our management review. So, sorry it’s a bit messy and it’s just
a quick presentation but I just wanted to talk about how we run Best Practice,
you know taking our own medicine if you like in terms of the ISO standard so
that’s sort of a strategic process. Now there’s a couple of things that support
both of these but I think are really important for you guys,
the first thing obviously is we run a risk register and that sort of
summarizes the issues and risks and we do that as part of this executive
session so we run a risk workshop so if you talked about this agenda over here
we’ve got a risk a risk register, we have a standard. So there is really critical
objectives and outcomes for each of these meanings that are documented. We
have a risk register, standard agenda, we have rules or guidelines so we have
meeting and I’ve talked a bit on our YouTube channel about meetings and our
guidelines but this particular thing here with regards to meeting guidelines.
I’m absolutely critical and being razor-sharp on starting a meeting on
time so for our Monday executive meeting for this one, it’s at four o’clock every
Monday, we’ve just recently moved the time. We’re sitting in this room right
here at 3:50 on a Monday afternoon ready to start bang on four o’clock and the
meeting has to be finished at 5:30 sharp and it’s absolutely mandatory. There’s no
waffling on there’s no carry on it’s short it’s sharp it’s concise it’s well
practiced it’s taken us a long time to get to that point but the sooner you can
get to just focusing on, start sharp, finish sharp, then everybody’s going to
be right I know that means going to start on time I know that means going to
finish on time but be more excited and more motivated to go to those meetings
which is really exciting. So our standard agenda, our meeting guidelines, number
four is obviously our reporting. So these are the things that sort of support
what’s happening our reporting frameworks so the statistic there’s all
the graph, blank graphs templates that we use to actually manage that. So what
that’s basically saying is, you know is our graphs. So you know if you were
developing things to run your company and if you’re whether you’re
starting and you’re an entrepreneur or whether you’ve got a system. A
management system that we certified so your client watching this, you
know it’s really important to be saying okay well I need a risk register, I need a
standard agenda for each of the meetings I’m going to have. Meeting
guidelines and the meeting guidelines about starting and stopping and
finishing on time and what you’re going to cover move really quickly through the
agenda. The agendas are, you know, the meeting guidelines that’s all standard
stuff so you just roll it out to people practice, practice, practice, practice and
perfect practice makes perfect. And then our reporting graphs. So I think
what I wanted to show you here today was just how we sort of frame up Best
Practice. And the last thing is our training plan so you know all this
spills out into other stuff personal development plans for people ties into
training we don’t really have here at Best Practice a big fat manual you know
the quality manuals are becoming a thing of the past.
We run Dropbox and there’s the process maps and those sorts of things that
people need to understand what their processes are in Dropbox. But we find
that it’s more about here Best Practice about behavior, rather than relying on
lots and lots of documents and polished up procedures. So what I’m basically
saying, if you want to run your management system don’t go and write
lots of documents just start these processes and keep these artifacts of
your history. So the risk register being updated the standard agenda the meeting
guidelines the reporting graphs and then the training plan and obviously any of
these meetings you’ll document minutes. So that’s, these are the artifacts that
are going to start capturing so evidence artifacts whatever you might do. So
that’s the strategic planning at Best Practice our executive annual meeting is
coming up in the middle of June to plan the next financial year where we’ll
finish our budgets and settle our targets. Our staff conferences that is at
the end of June and then we just roll into the rest of the year we’ll catch up
with all of the staff again Christmas, they’ll have their little you know the
staff had their little sort of punctuated meetings through the process
of the year and that feeds out into the executive so that would be the feedback,
you know these meetings are feeding out into the executive and that’s how our
leadership commitment is running and we, you know this is so escalation of
issues into the executive. So quite a cool process, it’s really lean and it’s
why we’re succeeding, so I hope you can copy it, steal this now if you’re
watching this video rewind it a little bit screenshot and it’s excellent. Do you
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