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Plan-to versus Can-do
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Despite assaults from Deming, Mintzberg, and many others, strategic planning is still a growth industry. There are dozens of strategic planning guides available to help you in your planning, and more appear every year. That s well and good. Expert intuition does not eliminate planning; it just changes how you do it. Let s look at some recent planning guides to see how to make the adjustment. We start with Business Planning, by Wesley Truitt.16 Here we find a classic outline, descended from Jomini but much improved. First comes a vision statement, which leads to the goal, mission, and strategy statement. Then you do a resource audit, assess your overall business environment, and assess your competitors. Next come your specific objectives and operating plans, then control and review, then implementation. We can see that Jomini s core sequence remains intact: objective points and then marches of armies. Goals precede the means to attain them. Sure enough, in Truitt s outline, we do not find out what the means are until late in the game, under specific objectives, operating plans, and implementation. The vision, goals, and mission come first. We find a similar outline in the Baldrige National Quality Award.17 Begun in 1987, this official program of the American government was designed to reward companies that gave up their old ways and caught up with the Japanese. The Baldrige instructions include strategic planning, in two parts. Strategy Development describes how your organization establishes its strategic objectives. Strategy Deployment describes how your organization converts its strategic objectives into action plans. Once again, we see the Jomini sequence. Most guides to strategic planning follow the same outline. Yet some do not. Let s look at an example that comes closer to expert intuition. In their Encyclopedia of Model Business Plans, Wilbur Cross and Alice Richey provide more than 60 model business plans drawn from real life.18 This alone fits the art of what works: The best start for your business plan is to find a model for creative imitation.
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98 T H E A D V A N T A G E O F E X P E R T I N T U I T I O N
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Cross and Richey give a model outline that is very different from traditional strategic planning. Right off, they note that a business plan is not a tool for finding your strategy. Instead, a business plan gives information and statistics required by others who are evaluating a proposed venture, most often to determine its potential for financing and support. That s what Bhid found. His entrepreneurs seldom wrote plans, except when they were seeking funding. So for Cross and Richey, planning does not equal strategy. You write a plan in order to get money, not in order to figure out what to do. For them, you should already know what to do before you start to plan. So far, so good. Their plan outline asks for a description of the venture, classification of the business, its products or services, its locations, the economic environment, the market for its products or services, a description of management, the personnel on hand or to be recruited, the competition, and the financing request. Note what s missing: There is no vision, mission, goals, or objectives. These traditional elements of strategic planning do not appear on Cross and Richey s list. How can a plan do without them Let s look at their first model plan to see.
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The Coastline Pool Consortium of West Charleston, South Carolina, wrote a plan to ask Anchor Bank for funding. After basic information on the consortium, there is an Organizational Summary. There we find that the consortium is a closely knit organization of six product/service businesses related to swimming pools. The consortium handles the joint sale of products, services, materials, and consultation and collective advertising, promotion, accounting and public relations for all six. The members founded the consortium with the conviction that a mutual commercial enterprise would do better than each member on its own. Here we have a model of clarity concerning what the business does, and why. Yet the plan never once uses the words vision, mission, or goal.
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