Once the alignment of purpose and profiling of multiple external factors are achieved, all that is left to plan is an effective way of making sure that your ideas see the light of day. The roll-out plan is executed via carefully selecting processes through which to pursuit your dream, taking into account existing actions, available resources, and time allocations. It is better to have a roll-out calendar rather than a checklist, as the specified time-limits will help stipulate and prioritise our actions. Periodic monitoring and evaluation mechanisms will further guarantee a smooth manifestation of the plan.
Brand Audit and Stock-taking
If you are a startup, we can likely skip this exercise and proceed towards discussing resource allocation. In the event you are an established organisation, we take stock of your actions and achievements until now. This brand auditing exercise helps us understand what has and has not worked for you. Accordingly, we can plan to continue doing more of what has worked, bettering these actions where possible, and curtail or tweak actions with negative yields. In accordance with your newly defined purpose, we can decide on making incremental or exponential changes to ongoing actions.
Resources come in different forms – they can be financial, time, people, technology, expertise, etc. All of these are always limited. This necessitates a strategic plan to optimize their use for maximum results. Moreover, their interdependence Implies that you may have an advantage in terms of some resources but lack control over others. Your plan should therefore comprise ways to utilise the advantageous resources and compensate for the constraints.
As mentioned earlier, the calendar is a better option than the checklist as it stipulates work within a certain timeframe. This way, it is easier to recognise and streamline tasks which are exceeding time limits. The calendar can also demonstate the implications of any failed tasks and keep you informed in order to take further actions. A Gantt chart will enable you to plan not just the timeframe, but also the people and monetary resources required to keep your plan on course.
Review and Course Correction
Strategies are worked out with an execution timeframe of three to five years. This however does not mean one needs to wait that long to make any course correction. Our roll-out strategy also incorporates an inherent periodic review plan, divided into tiers which are each assigned to a different segment of the organisational heirarchy. It could include, for instance, an annual organisational review plan, or there could be a quarterly focus group review to analyse progress. Where necessary, it can also incorporate a monthly taskforce review to keep the team, time and money on track.
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