CONFUSION TO COMMUNICATION

July 30 2015

CONFUSION TO COMMUNICATION

July 30 2015

LONG RANGE PLANS OR WILD A** GUESSES?

August 31 2015

CONFUSION TO COMMUNICATION

July 30 2015

Once the management has decided to centralize or move the processes from one location to another; the success of this transition heavily depends on change management it needs to undertake. The goal of any change management is to broadly ensure teams at both the sides buy into the vision, continue to work with equal enthusiasm, there is little negative noise and the entire shift from point of departure to point of arrival is seamless.


Questions running in leadership’s mind are - Do the people already know? If yes-how much. How much should we share? When should we share? Will people accept it or it will backfire? Who should communicate? How often should we share? Will employees leave? What if some key people leave?

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Once the management has decided to centralize or move the processes from one location to another; the success of this transition heavily depends on change management it needs to undertake. The goal of any change management is to broadly ensure teams at both the sides buy into the vision, continue to work with equal enthusiasm, there is little negative noise and the entire shift from point of departure to point of arrival is seamless.


Questions running in leadership’s mind are - Do the people already know? If yes-how much. How much should we share? When should we share? Will people accept it or it will backfire? Who should communicate? How often should we share? Will employees leave? What if some key people leave?

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Once the management has decided to centralize or move the processes from one location to another; the success of this transition heavily depends on change management it needs to undertake. The goal of any change management is to broadly ensure teams at both the sides buy into the vision, continue to work with equal enthusiasm, there is little negative noise and the entire shift from point of departure to point of arrival is seamless.


Questions running in leadership’s mind are - Do the people already know? If yes-how much. How much should we share? When should we share? Will people accept it or it will backfire? Who should communicate? How often should we share? Will employees leave? What if some key people leave?

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How many of you open the plans after they are neatly bound and rested in peace never to be used again? Epitaph reads “Lying unused”-5 year plans; 2020 visions; 2030 dreams and 2040 aspirations. Corporate planning and budgeting process reminds me of the monkey in the circus who feels happy pedaling and seeing the wheel going round on a static cycle. 
Any person in planning and analysis team will vouch that they plan and then they analyze what they did not plan. They try to bridge what happened to what could have happened and what should have happened with provide explanations to the same. As if budget and actuals were not enough to keep them busy “moving targets” are introduced for further comparison and then to make the task more adventurous “ compare it to last quarter” and then “last month” and then sometimes if boss is (work)oholic prepare “what if” scenarios. 

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The unit level budget is ready and the presented to the corporate leadership and after ten round of iterations and tweaking’s they receive an email from blue sky saying please prepare budgets to arrive at XX figure. And then the next round starts of matching reality to perception. Then for the next one year explain why the reality is not matching the perceptions (budget).
How much time and energy is spent on yearly basis to create and then to explain these budgets is phenomenal. Every year 5 year plans are created and not even once are they matched with what and why we said last year? If we do not have to use what we assumed and created why create?
I am a big fan of planning but only to an extent that it helps me to progress in right direction. The next week is much more clearer than next month, six month down the line I have few guesses and one year is very loose so then think about 5 years. 
The process of planning needs to be redefined so that the planning document is kept mortal, alive and consulted. Planning is integral however use it like a “rear view” of the car not the “windshield”! Business has to move ahead and tweak its assumptions it made in the planning process. Don’t cry or overanalyze it, it is spilled milk.
Business have to be smart when defining its processes so that maximum return is obtained with minimum resource and time input. Processes whether it’s planning or people management or finance have to pass the litmus test question “If we had started this process afresh will we be doing these steps?” and if the answer is NO, please pause and rethink.