Teach you to do the 2019 plan



Introduction: Program management is the foundation of business management, but it is the most easily overlooked by entrepreneurs. Business development is good, and program management is one of the keys. This article teaches you how to develop an effective plan from the three levels of understanding, formulation and implementation of program management.
What is a plan? A plan is a series of actions that seek resources to achieve a goal.

Program management is one of the most difficult functions for everyone to ignore their management value. For many managers, the plan is just a paper-based text. It is a proposal submitted at the beginning of the year and a reference for the end of the year. There are not many people working in the management process using the program management function.

Everyone remembers that planning is the most basic function in management. Management relies on planning management. Managers do not plan management, and they cannot start management activities.

1
Plan management is to achieve unreasonable goals with reasonable actions
There are two important features of the plan that you need to understand. If you don’t understand these two features, it will lead to management confusion.

1. The goal is absolutely unreasonable

The starting point of the plan is the goal. Similarly, the goal is also the focus of the plan. So the goal is very important for the plan. Many times, people always want the goal to be reasonable, but the goal must be unreasonable. Because the goal is your prediction of the future, the goal is your determination, and the goal is your strategic arrangement. All three factors determine that the goal is unreasonable.

When setting goals, it is not about what resources the company has and what capabilities it has. These companies are to consider, but it is more important to judge the development trend and the competition they face. If you can’t set goals based on these, but set them based on your own abilities and resources, maybe the goals are reasonable and can be achieved, but when the goals are achieved, your business may have been eliminated by peers and the market.

Therefore, in the future management, please do not explore the rationality of the target, because it must be unreasonable. For the goal, it is not to explore rationality, but to explore the necessity, which is the first characteristic of the plan.

2. Actions to achieve the goal must be reasonable

What is the most true meaning of the plan? It is to ensure that the action is reasonable and that resources can be found to achieve unreasonable goals.

This requires us to pay special attention to two issues:

· Do not discuss the rationality of the goal with your boss; • Discuss the issue of resources with your supervisor.
A good manager must be a target, but to seek resources, only those who take the initiative to undertake the goal and constantly seek resources can reflect the true nature of the manager.

Chen Chunhua: I will teach you to do the 2019 plan (manager reading)
Therefore, the goal is not the key. The key is to achieve the goal of the action, that is, the action to find the resource should be reasonable, and the goal will be realized only after the action is reasonable. In a sense, planning is the arrangement of actions. Therefore, we ask everyone to remember that the plan without action is invalid, and the action without plan is fatal. Please ensure that the plan has action in the actual work, and the action is planned.

2
Three steps to develop a plan
Planning can be roughly divided into three major steps.

First, find the gap in strategy.

When planning, the key is to find a strategic gap, that is, there is a strategic gap between your future goals and your current goals. When we talk about the whole plan management, everyone often likes to break down the target, but the core of plan management is not the decomposition of the goal, but the opportunity to find the strategic gap.

Where does the strategic gap come from? In fact, you have to have a vision for the future, because you only have a certain vision of the future, you can know how we can constantly make this strategy gap into reality.

I would like to give you a suggestion. When you discuss the 2019 plan, can you sit down together, regardless of the number, carefully imagine what you are in 2019:

· What fun things will happen? · What will the customer want most? · What kind of opportunity will happen? · What changes will happen?
If you can discuss these four things, I believe that the point of your strategic gap will be found, because the strategic gap is entirely your vision for the future.

Of course, there are risks here. What if the situation you envision is different from the actual situation?

This is the second step in the development of a plan, and any company’s annual plan should have a risk response strategy.

This risk response strategy allows you to face these changes.

Chen Chunhua: I will teach you to do the 2019 plan (manager reading)
In the third step, the choice of action must be made clearly.

When I was a president, every year from October to December, my job was to discuss with his responsible person responsible for performance next year, one unit to discuss and discuss the direction of action.

I use an example to illustrate why this direction of action is so important. Let’s imagine that if we want to increase our profit by a number, say 8%, you will find that there are two ways to do this, one is to increase sales, the other is to reduce costs. Which direction do you choose?

Let me tell you that your most important thing is to identify the direction – if you are in a leading position in the industry, you must do so by reducing costs. If you are a small company in the industry, you have to do it by increasing sales. This is the direction of action.

We must be clear that our direction of action can point to our goals. You must discuss it with the team. If you can’t do this, your team won’t be able to operate, and you must reach a consensus with your team on the action choices to achieve your goals. Only by continuously reaching a consensus can your company’s sales goals be realized every year.

3
Goals, budgets, and incentives are all done to ensure the effectiveness of the plan.
To ensure that the plan is effective, it is necessary to determine the plan objectives and resource arrangements from the head office level. Let’s see what is the core thing if we want to make plan management effective.

1. The goal should be sorted by importance

We often have no way to make the whole company’s power go in one direction. It doesn’t make more people’s work related to the goal, because the importance of our entire goal is not presented, so you will find that many people are actually Do it in a mess. The performance of employees is determined by the manager and is not determined by the employee. If the manager’s instructions are reversed, if he does not give him the resources he needs to do this thing, he certainly has no way to have performance. When he has no performance, your overall job will not have performance.

2. Budget

The plan is to first determine the budget by the finance department, determine how much resources can be used, and then arrange the decomposition of goals and resources.

Chen Chunhua: I will teach you to do the 2019 plan (manager reading)
3. Incentive

At the same time as the plan is made, the incentive policy needs to be determined at the same time. Because the plan can be implemented, it depends on whether the incentive policy is attractive enough, depending on whether the incentive policy can be convinced and implemented.

The three things of goal, budget, and motivation should be given at the same time, and your plan management can be done. I am most afraid of you doing one thing, that is, the plans and goals are completed at the end of the year, the incentives are not announced, and the incentives are given in the second year. In fact, you have sacrificed a quarter.

Therefore, planning management is neither a financial department nor a planning department. Planning management is a core team. You have to determine all three things, and the entire planning management can be promoted. This is called effective planning management. Sex.

4
High-rise, middle-level, and grassroots cannot be misplaced
If a company grows healthily, it must coordinate three pairs of contradictions: long-term and short-term, change and stability, efficiency and efficiency. These contradictions are not to solve them, because there is no way to completely solve them. What needs to be done is to balance and coordinate them. These three pairs of contradictions can actually be balanced and coordinated through program management and goal management.

Program management believes that top management needs to be accountable for strategic (company) goals. These strategic goals include long-term growth, return on investment, and growth in market share. To put it another way, whether the company has a future and whether it can change constantly depends on the top management.

Program management believes that middle managers are responsible for functional goals. Including medium-term development, productivity levels, and the development of human resources. From this we know that middle managers need to be responsible for the stability and efficiency of the company, that is to say whether the company has high efficiency and whether it has the right talent team, depending on the level of middle managers.

Plan management believes that grassroots managers are responsible for the daily operational goals. Includes short-term development, work arrangements (task-based), sales quotas, cost control, and productivity standards. From this we can conclude that the grassroots managers are responsible for the short-term and efficiency, that is, whether the company has the ability to make profits, whether it can reduce costs and ensure quality, depending on the ability and level of the grassroots managers.

Chen Chunhua: I will teach you to do the 2019 plan (manager reading)
In practice, the responsibilities of senior, middle, and grassroots managers cannot be replaced by each other, and it is even more difficult for senior managers to assume all responsibilities. When all managers can contribute, the three contradictions of enterprise development can be unified and coordinated, and enterprises can achieve stable and sustained growth, which is the benefit of program management.

5
Timely adjustments to adapt to changes
We must admit that today’s environment has completely changed. The conditions we are familiar with in the past are almost non-existent, and all the new challenges are coming. In today’s high-speed environment, one of the most difficult challenges is that “the plan has not changed quickly.”

If you encounter a market change is a real situation, you have to adjust, do not have a rib to do the end, there is a change in the middle we have to recognize.

I would like to make two suggestions:

· Quarterly rolling inspections, adjust to facts, don’t be afraid to adjust; · Encourage employees who over-complete the plan and constantly break through the sidelines of the plan. Let these people think that he is doing the right thing, so that the whole plan can cope with change.
How should we solve this problem specifically?

First, the plan should be able to include changes. When you are planning for 2019, you must set up a contingency plan, and some must be predicting the future or the trend of change.

Second, the strategy must be flexible. Execution in the plan is rigid, but in the overall arrangement, it is important to remember its flexible part. What is this flexible part? It is necessary to have some changes, to do according to the plan, to give resources and give people. When you put this thing in, you have a strategic flexibility.

Third, we must learn to use policies, procedures, and regulations. Policy is the arrangement that determines the allocation of resources. The procedure is the process of obtaining resources, and the provisions are the conditions for obtaining resources. That is to say, if the plan is to be implemented, it is first necessary to formulate policies to allocate resources, secondly to determine procedures to ensure that resources are monitored, and finally to make provisions to ensure that the conditions for obtaining resources exist.

When you find that the plan has not changed quickly, you can adjust the rules of the plan, but the procedures and policies will not change. If you still haven’t solved the problem on this basis, adjust the program, but the policy can’t be adjusted, so that everyone can leave your process and leave your program to get resources. If you have adjusted the rules and procedures, or if there is no way to make the plan faster than the change, is it necessary to adjust the policy? Everyone remembers that the policy cannot be adjusted. Because if the policy is adjusted, the entire program management foundation will be adjusted, and the management system for the whole year will be adjusted. At this time we can adjust the rolling plan mentioned above, which is to adjust the target.

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