INTEGRATED PLANNING
Foresight of Planning and Clarity in Commissioning
Prashant Singh Country Head – Direct Sales & Agency,Royal Sundaram Alliance Insurance Co. Ltd 1/20/2011 3:45:58 AM
Great people do not stumble on success by sheer luck. They achieve it through foresight of planning and clarity in commissioning. One of the greatest quality one must possess for winning is the definiteness of purpose — the knowledge of what one wants and a burning desire to possess it.
Planning and Commissioning. Two terminology, seemingly simple, and for those interested to explore, what these processes are all about, can Google, and uncover a sea of definitions, meanings, explanations. But does the essence lies in just a bookish definition??? Obviously not! It lies in our own interpretation - what we, and the world at large understands and achieves through these processes. The significance and sequence of these two processes — their application and after-effects of improper application — and the precedence or usefulness of one process over the other.
The importance is underlined by the fact that the Nation set up Planning Commission way back in 1950 in pursuance of declared objective.
In other words, commissioning follows planning. It ensures we achieve, what we set out to do.
• Is it? But what if it’s the other way round? What if, we try achieving our objectives without any plan? Wont we succeed? Well, the answer is that there are actually quiet real chances of success but there may be equal chances of we falling flat on our face. It is to avoid this fall, that entities ranging from a common man to global powers see the value of an advance planning process and then its crisp execution.
• One may avert at this point that does planning always tantamount to success? And does it ensure success even if the manner in which the plan is commissioned is somewhat or totally faulty? The answer is a complete ‘No’. Greatest of strategies remain great only in theory unless executed and implemented well.. There may be more chances of a weak plan resulting in success, if its execution is excellent, but chances of a great plan succeeding in the face of weak execution are close to nil.
• Some may ask — Of the two processes, which process should exactly assume precedence? Some may say, it would be utopian to simultaneously excel in both the processes completely. But some, who make all the difference in the world we operate, may say it is not. Strategizing and implementation work in tandem. Peter Ferdinand Drucker’s statement ‘Plans are only good intentions unless they immediately degenerate into hard work’ digs deep into the essence, relevance and interdependence of both these processes.
Importance of Execution
Each Organisation or every Individual aspire success, some achieve it too; success should not be coincidental – Leaders need to create the environ affable to its happening and make that happen ‘by choice’ and not ‘by chance’. To ensure guaranteed success, clear plan needs to be formulated and balanced & prioritized utilization of the resources be determined.
Any successful project is well planned and nothing is too soon for the start. A good game plan and gambit are merely the stepping stones, still excellence is accomplished by appropriately putting the resources to utility. The following table renders a glimpse as to how varying degree of excellence, non-excellence or mediocrity in the planning and execution phase affects any project outcome:
The tabular illustration strongly suggests that if both planning and execution is superlative, success is guaranteed. However, even if the plan is of average nature, but if it is executed excellently, there are bright chances of assured success.
Planning and Execution can be a good example of a "yin-yang" pair for any project to get successful. It is said that when yin or yang are out of balance they affect each other. Likewise, if planning or execution is not in tune with each other, they would affect each other too. These two processes not only have to be individually excellent but should also be excellent in relation to each other.
Even though, element of execution is as, or rather more crucial in determining success of any project, however we, at times, underplay its importance by over-emphasizing on the element of planning. Surprising but true! Even in our speech, we tend to stress more on the planning aspect of the project than its execution strategy. What, we at times, overlook, is that even the best of plans would only give theoretical pleasure unless coupled with an equally distinguished implementation.
Certain key guidelines to be adhered to during execution of any plan:
1. Clarity and relevance of goals which is seeking the need for a plan.
2. The planning process should be driven excellently and the final plan validated by the experts in the concerned field
3. Proper team selection — Right people for the right job.
4. Transparency and accountability at each level of operation.
5. Regular Update and Reviews of the project with the stakeholders
6. Flexibility in terms of being open to Course correction — in long term projects, many times the external / internal environments throw up challenges and need for a course correction.
7. Tight control on expense and cost management; sometimes, when we start the project, enthusiasm and availability of funds, may at times prompt us to spend on trivial things, making later project expenses of more critical nature difficult to afford so a tight control on expenses is essential.
8. Ownership of mistakes and learning from them.
9. Robust ‘R&R policy’ — Rewarding and recognizing each milestone publically. Each small achievement to be celebrated to keep the motivation levels soaring.
10. Adhering to timelines — At times the projects are complete after they become obsolete. Hence delivering on the agreed time is important.
What differentiates success from failure? Why business giants like Dhirubhai Ambani, Bill Gates or distinguished players like Sachin Tendulkar, Pele can be counted on our fingertips? What is the secret of their success? Did god just pick them as his favorites or did these people all had a plan? It would make an interesting study to understand how the planning and execution strategies of these luminaries differ from those of many others.
There are innumerable instances where despite having the best of resources in terms of money, manpower, machines and plans, success eludes, only because of lacuna in the execution process. For instance, in the case of the impending common wealth games 2010, despite the event being highly critical and a matter of national prestige, glitches in its execution has not only attracted negative press but also a question in the mind of the common man that ‘Are we really capable of hosting such a grand sporting event?’.
A small but true example which demonstrates the power of planning and commissioning:
In an organization, desperate efforts were being made to implement ‘Balanced Scorecard’ as performance measurement tool for its employees. Significant time was spent in the pre-planning stage because the top management desired a fool-proof strategy. Finally, the best consulting firm was hired and after investment of considerable resources in terms of time, effort and money, an exhaustive as well as robust plan was designed. The plan was enthusiastically presented by the consulting firm to the top brass and received huge applause. The consultants developed the plan, charged heavily and went home. Now it was the organization’s turn to act on the plan, implement it all across, drive it, execute it and reap its benefits.
But there lied the fault. The first round of improper execution, primarily because of no fixed accountability or owner of the process, led to complete lack of receptivity of this tool by the employees, who gave it thumbs down as just another management gimmick. Post this discouraging and lukewarm response, the project was shelved.
However after a gap of almost two years and changes in the top management, the project was revived. A dedicated resource who would own and drive the process was appointed. Progress of this initiative was tracked regularly on a daily basis. An excitement was created around this new product, a buzz was created and it was served afresh to the employees like old wine in new bottle. The management was not only fully determined and committed to see the plan is implemented, but that it is implemented ‘excellently’. The same employees who had earlier mocked at the Balanced scorecard strategy changed their perception when as promised by the management, they began receiving their first quarter performance-linked incentives measured through the BSC. The buy-in was ensured and this project was a resounding success. Not only did excellent planning executed with eminence made this project successful, it also created a highly performance-oriented culture in the company.
In yet another glaring example, an organization had to make repeated attempts at launching an employee engagement programme within the company before it culminated in success.
Why repeated? Simply because, during the earlier attempts, the same plan, driven rather weakly, failed miserably. In the absence of ownership of the initiative by the supposed process owners, the execution process fell apart.
However, the same plan struck a success story, when it was executed after introducing minor changes in the team. The team, in sync with the sentiments of the engagement programme, understood that for any such initiative to be successful, its execution must involve all-encompassing employee participation. Hence, their execution strategy witnessed large-scale contests/events/quizzes/forums/celebrations, where all employees could mail in their suggestions and had a say about the programme. The suggestions were not only invited, but the ones found exemplary, were also acted on. Even a relatively small activity, such as that of selecting a name for the engagement initiative, was carried out through contests across locations. The selected name created an immediate connection as it had been a participative exercise. The employees had a feeling of belonging and because they were kept thoroughly engaged – a plan which was central to the execution strategy, the programme was a thundering success.
Conclusion
One of the simplest definitions of management defines management ‘as an art of getting things done’ putting the resources available to optimum use. True enough. But how, if not by getting it done through a well executed proper plan, which is the foundation for future success?
Why do governments need planning commissions? Can nations not progress without developmental strategies? Why despite devising the best of schemes, desired results are not achieved? Why does even a five year old’s parent need to plan or discipline his child’s studies and ensure that the plan is followed? Why certain companies post record-breaking success year after year while certain others fold operations before they begin? Not necessarily, because these entities didn’t plan well or did not attempt to implement their plans well. Maybe a third or a fourth factor is at play. But it doesn’t take away the vital importance, these two forces, i.e., planning and commissioning play in the larger scheme of things.
It can be safely concluded that Planning & Commissioning are those two important ingredients of any project, which have to work in tandem. If not managed carefully, these forces may not only lead to wasted resources, but also underachievement & sub-par performance with obvious failure.
(The views expressed in the write-up are personal and do not re?ect the official policy or position of the organization.)
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