The process begins with a clear and specific statement from the owner/CEO (sometimes that is me, when I am the interim exec) outlining the most important "things" the company needs to do to be successful. It is critical here that the statement be attainable, specific and measurable. This is not a "mission statement" nor is it something that would be shared with customers, so I do not allow statements such as "we must have great customer service, be a leader in our industry," etc. This driving statement of focus from the top includes mission critical specifics such as: 

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• "Our sales department must drive down the cost of sales to under 20%"

• "We must introduce widgets to the product line by year end"

• "We will double sales by 2018 via our existing domestic distribution and by adding international distribution in Asia"

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The time frame of the plan will vary depending upon the business. It is useless to discuss a five-year plan for a company facing bankruptcy; they need a 90-day plan. Conversely, real world conditions and even the healthiest company's needs are rarely in sync five years later. 

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I then guide each department in the company to prepare a similar statement focused on that specific department. These department plans will be compared to the overall Company statement to ensure compatibility and acceptability. 

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Next, each department's focus statement is supported by multiple line item specific action plans and documented. The situation, the plan (here is what we are going to do about the situation), who will be responsible, completion date, and the cost benefit of each line item plan are documented and tracked. 

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In God we trust, everyone else must show numbers.1 I do not allow statements like "we can capture the market for widgets if we lower prices." Such non-factual opinions do not belong in any plan. If we initially lack good data, we can say that, "David will investigate the effect of lowering widget holder prices by 12/2016."

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The plan often includes items the company will NOT do. For example, "we will not invest time and/or $$ increasing sales of plastic widgets, but will sustain our current product line." 

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Execution (either as interim executive or coach):

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The written plans are well communicated to all departments and to all employees (with some security exceptions where appropriate). A great plan locked in a safe serves no one.

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We code and chart each line item plan. The performance date and responsible party is now easily visually monitored.

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For a simple visual confirmation that the plan is operational, I look at a department head's plan copies. When her/his plan documents are dog-eared and include hand written notes and scratch notes and when they actually bring their plans to management meetings, that is a great sign.

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An amendment process is essential. As Eisenhower implied, plans can be useless when real world conditions, assumptions and predictions do not pan out. Only the CEO can sign off on specific changes to any part of the plan. For example, if we planned to increase prices of widgets but competition introduces a sales program that gives away widgets with every order for gadgets, we need to adjust that component of our plan. The adjustment is noted on the amendments page.

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My process increased my company from $6 to $40 million profitable annual sales. It brought another client from $60 million to $120 million in less than five years. It works. I am confident I can make it work for your clients.

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P.S. Both products are effective for companies regardless of industry or size.