1. 资料 EY-Integrated_Business_Planning.pdf
2. 精彩摘录
- 1 Ensure there is executive ownership for integrating business planning into the business management cycle. Ideally the same executive should be accountable for the overall integrated process.
- 2 Ground all strategic planning activities in shareholder value. Long-term planning isfocused on the financial performance necessary to achieve shareholder value objectivesand options for achieving this performance. These options and opportunities should be evaluated based on expected contribution to current and future value.
- 3 Resource the process. It is often expected that any activity related to business planning or strategy management is “absorbed” into day-to-day activity. In fact,explicit focus and dedicated resourcing are required to keep on track.
- 4 Conduct and articulate evidence-based decision-making, starting from a consistent base of understood inputs and assumptions. Ensure decisions made are understoodacross the organization. Do not rely on “gut feeling” to guide some decisions.
- 5 Ensure that the business planning process and the strategy itself are understoodacross the organization. Often, staff are given tasks to support business planning without adequate context to allow them to effectively make decisions. Provide themwith the ability to work and make decisions with the right context.
- 6 Elevate operational discussions. It is common that weekly and operational planning and discussions lose focus on the larger purpose and strategic intent.
- 7 Make it easy to manage. Organizations get lost in planning templates, project plans,decision logs and other seemingly sensible tools. Leverage a common platform thatcan be used across the organization to provide full visibility on progress and actions.
- 8 Make the process balanced in terms of strategic, financial, people and operational plans, not purely financial.
- 9 Ensuring that metrics, risks, and initiatives always tie back to the strategic objectives.
- 10 Formally link strategic planning to target setting. Strategic planning should not stand alone, but should be tightly linked to target setting.
3. 思考
执行运营中的业务流设计,负责人,与其他部门的合作和交互,与公司总体value和决策的契合度
碎片化知识整理总结,合并
任务之间,思路的快速切换,拆分
今日收获:与团队的沟通,计划的弹性和刚性
明日专注:外审准备
开始21天计划,包括每天工作之外专注4个25时间完成拆解任务,回顾一个总结模型,工作中的一个可以称作收获的总结。
4. 昨日阅读2h
5. 累计7h