The 1-Page Contingency Plan

The 1-Page Contingency Plan Y ou can easily build a complete 1-Page Contingency Plan as a result of this activity. Modify this form as necessary. Use the front and back if you need more space, but keep it to one page. 377 APPENDIX F This Page Intentionally Left Blank Appendix F The 1-Page Contingency Plan 379 This Page Intentionally Left Blank Preconference Assignment P lease answer the following questions to the best of your ability. Bring your work to the planning conference. Be prepared to dis- cuss your responses in detail. G UIDANCE This is a description of restrictions placed on you. Your plan must not exceed these boundaries. 381 APPENDIX G Appendix G Preconference Assignment 382 1. What is your guidance? 2. Are you now operating outside of your guidance? 3. What do you think your guidance might look like? V ISION Describe what the company could look like at some long-term date. 1. What do you want to be in five to ten years, as a company? 2. What would that business look like? Please describe. 3. What should your vision statement be? Attempt a draft. F OCUS This is a description of your single driving force. 1. What is your single focus? Pick from one of the following: ■ Customer intimate—The customer is in the center of your business for problem solving. ■ Plans driven—There is a need for high compliance for success. ■ Operationally excellent—There is no wasted motion in the system. ■ Products driven—There is a steady flow of new or continuously improved products. ■ Properties driven—There is maximum focus in keeping the physical or intellectual properties in use every day. ■ Payoff driven—There is a clear understanding of why customers buy or use your products, which is usually perceived status. Appendix G Preconference Assignment 383 2. What problems will occur when you move to a single focus? A SSUMPTIONS You make your plan using baselines. If they change, your plan must change. 1. What assumptions can you make for your industry? 2. What assumptions can you make for your company? M ISSION Your mission is a definition of what business you are in today. What is your single-sentence mission statement? Attempt a draft now. Be prepared to conduct a detailed mission analysis at the planning conference. Related to the mission are a specified task and implied tasks. ■ Specified Task. This identifies the single thing you must do to make money and stay viable. To identify a specified task, ask: 1. What business are you in? 2. Does everyone agree to this single element? ■ Implied Tasks. These identify all the things that must be accomplished for your mission to succeed. 1. What are your implied tasks? 2. How well are these tasks understood? P HILOSOPHY The crux here is how you plan to run your business. 1. Write your philosophy statement. 2. Is there a gap between what you say and what you do? 3. How do you propose to close the gap? V ALUES Your values are those things you hold important to the organiza- tion as behavioral guidelines. 1. List your core values—that is, those deep-seated convictions that are important to you. 2. Define in action terms what they mean. 3. Is there a gap between what you say and what you do? 4. How do you propose to close the gap? P RINCIPLES These are the basic truths by which you lead and manage your busi- ness. 1. List the principles by which you intend to run your business. 2. Is there a gap between what you say and what you do? 3. How do you propose to close the gap? S TRATEGIC G OALS Use bold statements to describe what you expect to accomplish. Appendix G Preconference Assignment 384 Appendix G Preconference Assignment 385 1. What are the four or five bold goals you need to ac- complish? 2. What will prevent you from accomplishing these goals? O BJECTIVES Intermediate steps are necessary to accomplish each of the more broad, strategic goals. 1. What are the four or five objectives for each goal? 2. Please write your specific objectives. T ASKS Create a detailed list of all the items that must be accomplished. The focus is on the short term for the coming year. Tasks are assigned to specific persons with time limits set. 1. What are all the tasks that must be completed for the next year? 2. How many of these tasks will be assigned to you? S TRATEGIES As important as your goals is how you plan to move forward. Strategies bridge the present to the future attainment of your goals. 1. What are your strategies? 2. Please list and describe each strategy. T ACTICS A tactic is any short-term action to achieve a specific goal (i.e., “how” you plan to execute your mission). 1. What are your tactics? 2. Please list and describe various tactics to achieve specific goals. S TRATEGIC I NTENT This is a recapitulation of what you intend to implement in the future and how you intend to do it. 1. What is your strategic intent? 2. Be prepared to state this intent in public. P ROCESSES Tasks are usually grouped in processes. These processes can be sources of great inefficiencies. 1. Name your major processes. 2. Which process do you suspect of being inefficient? 3. Who should be involved with each process? A NNUAL T ARGETS These are the specific performance measures you will work toward meeting. 1. What do you wish to achieve next year? 2. Are these targets realistic and attainable? Appendix G Preconference Assignment 386 [...]... H Plan Continuity BUSINESS UNIT SUPPORT COMPANY PLAN Appendix H Plan Continuity STAFF SUPPORT OF COMPANY PLAN 395 396 Appendix H Plan Continuity INDIVIDUAL SUPPORT OF COMPANY PLAN An individual performance plan consists of the answers to three questions: I What am I supposed to do today to support the company goals (i.e., my mission)? This “individual plan consists of four or five tasks that help the. .. alternative plans have you made for adverse situations? APPENDIX H Plan Continuity Y our plan must reach down from the top to the lowest level of the organization This includes all teams and individuals The number of levels will differ from organization to organization, but all levels must be included or the plan will not have continuity 391 This Page Intentionally Left Blank Appendix H Plan Continuity... bureaucratic? 2 Are you “stuck” or flat in growth? 3 How do you plan to get unstuck? ❑ Other Data 1 What other information is available that would be useful in the planning process? 2 Have you interpreted the data wisely? STRUCTURE Structure refers to how you plan to organize to accomplish your business plan 1 Does your organizational structure use the talents of all people and resources? 2 Does it control... Appendix I Master Action Plan Worksheet 0DVWHU $FWLRQ 3ODQ :RUNVKHHW 399 This Page Intentionally Left Blank APPENDIX J Short-Term or “Quick Fix” Action Plan Worksheet T his is a place to capture all the “to do” items you identified during the planning process They are quick hits or actions to: a Prevent embarassment b Trigger short immediate action results c Instill confidence in the plan These actions should... measurement plan involves I How will I be rewarded? Know what kind of pay, compensation, bonus, and other rewards your company or business unit offers APPENDIX I Master Action Plan Worksheet T his is a place to design your action items It allows you to start with the strategic goals and work backward to the detailed tasks list necessary to ensure you have accounted for all planned work The tasks must... These are specific instructions to work units of how they are to coordinate their collective implied tasks Instructions ensure continuity of the process of providing the goods or services 1 Is your plan uncoordinated? If so, what are the causes? 2 Who needs to coordinate with whom? CURRENT ASSESSMENT Do a present-day analysis of the following items: 388 Appendix G Preconference Assignment ❑ Target Markets... completed toward the goals? 2 Are these milestones significant or important enough to be progress markers? AUTHORITY LEVELS Clearly define who has specific power 1 What are your current authority levels? 2 How are they communicated? 3 How are they measured or enforced? 4 How is accountability used in your organization? COORDINATING INSTRUCTIONS These are specific instructions to work units of how they are... resources? 2 Does it control business drivers? 3 Does it aid coordination among critical staff sections? 4 Does it facilitate the development, motivation, and retention of key people? 5 Does it help achieve minimum costs? 6 Is there duplication of work? 7 Is the right person doing work? 8 Is there fragmentation of work being created by your structure? 9 Is all work that should be done being attempted? 10 What... business plan 1 What technology do you need? 2 What skill sets and numbers of people do you need? 3 Are you using your intellectual capital to its full advantage? 4 What relationships need to be developed? 5 What impact does time have on your plan? 6 What type and kind of facilities do you need? 7 What information and information systems do you need? CONTINGENCY: “WHAT IF” SITUATIONS 1 What is the worst... has been done to date to complete the actions to correct issues? ❑ Employee Satisfaction 1 When was the last time you completed an employee satisfaction survey? 2 What shortfalls were identified in your last survey? 3 What has been done to date to complete the actions to correct issues? Appendix G Preconference Assignment ❑ 389 Business Development 1 Where are you on the growth line? Is your organization . The 1-Page Contingency Plan Y ou can easily build a complete 1-Page Contingency Plan as a result of this activity. Modify this form as necessary. Use the. Appendix F The 1-Page Contingency Plan 379 This Page Intentionally Left Blank Preconference Assignment P lease answer the following questions to the best