Recently I have experienced a wave of blogs, news articles, pundits, entrepreneurs and business executives saying that business plans are not necessary for smaller faster growing companies–a waste of time! They justify this viewpoint by pointing out that planning 1) takes too much time and resources, 2) costs too much, 3) has a small payoff, and 4) resulting strategies are short-lived.
Are business plans really dead? Do you really need one?
OK–here is their argument or point of view.
Learning in business schools and textbooks is often focused on large companies because of readily available data. And the erroneous assumption is that every small company should strive to adopt the practices of the large firms.
Best practices for large companies dictate they should plan carefully. They should adopt an annual planning rhythm, survey their environments, build scenarios, set strategies, and monitor their results. But for small companies the winning recipe may be precisely the opposite.
Lets get on the same page.
My approach is to ask: How are you defining or using the words “business plan?” We need many definitions because our English language only has this two-word phrase: business plan. To illustrate, take the word “love.” The Greek language has multiple words defining different kinds of love (for example brotherly love vs. romantic love, etc.). The English language only has one word for many kinds of love.
We only have a two-word phrase for business plan. So approach business plans with the perspective that one definition and one size does not fit all.
- For a startup or early stage growing company: You may adopt an adaptable approach to business planning and strategy. You may plan in the hallway, not the boardroom.
- For those seeking any kind of financial investment into your firm: You will probably adopt the rigorous formats of business planning required by your prospective investor.
- For a mid market, established company: You may adopt the “one page” planning approach.
Clarity is your prime directive.
Beware! What trumps all this discussion on relevance of business plans is the need for quality strategic thinking. Whether it is during a retreat, management meeting, Board meeting or in the hallway–strategic thinking develops clarity for your company:
- Clarity on how your customer is changing.
- Clarity on where your profit zone is moving.
- Clarity on your best-fit profit model.
- Clarity on how to be successful.
And this clarity is your Prime Directive leading to action planning–whether you call it a business plan, roadmap, blueprint, or whatever.
At the end of the day strategic thinking, action planning, and “who-what-when” are clearly determined, communicated, and executed in any successful company. In what form and how it is labeled is secondary.
Do you have a business plan? Or is it really dead?
I want to dig deeper into this topic, so if you have ideas or challenges, please share them with me here.
© 2018-2020 David Paul Carter. All rights reserved.
THE ROCKEFELLER HABITS CHECKLIST
What drives companies to success?
This checklist provides the ten most important functions of everyday business that should be on automatic pilot in order for your business to run predictably and consistently. Once in place your executive team is confident that the business can operate without their need to be involved in day-to-day operations.