This week it’s a two-fer! Back again with two more reasons not to write a business plan.
If you missed the first reason, it’s here.
Reason 2. You have no intention of changing your mind, about anything.
If you’re writing a business plan simply to justify something that you are going to do anyway, why bother? If you’ve already ticked the box on reason 1 above then I guess you’re already sorted and reason 2. is a slam-dunk for you.
If your business planning process ends up being an exercise in reverse engineering to get back to what you are already doing, then it’s likely you won’t be looking too deeply, and you won’t be learning much. It might make you feel good (“look! I told you it was a good idea!), but it doesn’t move you forward much.
One of the big benefits of entering any planning process is that you start off open to learning about your own business. Received wisdom, and established opinions can be challenged. Differences of opinion can be aired and arguments settled.
There is a high likelihood that something will change your outlook during the planning process. Be ready to embrace it.
Reason 3. You can’t commit to action
Possibly the biggest fault in many business plans is that they don’t require anyone to do anything. Lots of plans end in platitudes.
“We will endeavor to grow sales across all of our markets…”.
Which markets? By how much? Who is going to do this? When? How much does it cost?
All plans should end up being someone’s job plan. If someone isn’t going to do something, then that glossy plan is going to stay in the draw, or propping up the laptop. Waste of time.
This often happens in businesses and organisations where a planning process is imposed from on high. The people writing the plan aren’t fully engaged and don’t want to commit. Better to save your time and buy a proper laptop stand.
If you recognise the need for change (see reason 2.) then you’ll see the need for action. For any conclusion or recommendation coming out of the planning process ask “What needs doing? What does it cost? Who is going to take this on? When will it be done by?”.
Another reason for plan failure is unreasonable expectations. Plans can be all encompassing, and can generate many initiatives and actions. If you’re a one-man-band with limited access to funds, then you have to be hyper-focused on one or two things at a time. Be clear ahead of time as to what level of change you can commit to and by when. Prioritise ruthlessly.
Which, funnily enough, takes us nicely on to reason 4. See you next week.
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