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Too many companies produce plans which destroy a lot of trees and take up shelf space.

Redwing sees things differently, and makes the involvement of your teams the core of the planning process.

We involve functional managers right from the start of the business planning process. So when the plan is complete, they feel ownership of it, and have detailed functional plans to be executed in support of the business goals.

And we go a step further.

We drive the functional plans into measurable milestone and financial targets. By tracking these, functional managers  can see their contribution to the success of the plan, and senior management can easily track progress of the overall plan.

 

 

The outcome

The initial situation

Redwing’s solution

The client’s position

Entering annual business planning cycle managed by multi-national HQ organization

Prior plans were disassociated from ongoing business operations

Reactive, ‘rear view mirror’ thinking dominated the planning process

 

 

The problem our client perceived

How do we connect the plan to the sharp end of the business?

 

 

The root cause of the problem identified by Redwing

Functional managers did not feel ownership of the planning process

HQ-led planning process caused a ‘last year plus a bit more’ approach

Business Plan was created in parallel with functional plans

Established a program management function that tracked and reported on execution of the business plan

Plan review process ensured timely corrective action for deviations

 

Year 1 revenue growth mapped to plan projections

 

 

Local planning process became the best practice benchmark for the HQ organization

 

Functional targets rolled up to the overall company plan for the first time

Office of Program Management

Business Plan

Functional implementation plans

Major work programs

Commercial

Manufacturing

Financial

Program ₁

Program ₂

Program _n

+

Each functional manager created and owned a detailed implementation plan

Functional plans were used to create costed work programs

Plans depend on people,

not paper

© Redwing Consulting, 2010