I recently read through the business planning plans of several project teams and saw that everyone considered the work content very comprehensively and meticulously, involving many specific details and listing many constructive ideas. However, there is a lack of thinking about the purpose of business planning, the business strategy of the project is unclear, and the goals and key results are unclear. From the beginning, the focus is on describing specific work arrangements and job settings. This makes it easy to lose the direction and get entangled in affairs. In the end, get twice the result with half the effort.
The main purpose of the project team to formulate a business plan is to let the team leader and all members clearly understand the purpose of implementing the business, what the annual work goals are, what key results should be achieved, and what resources are available at this stage. What are the configurations and possible implementation paths. When thinking about work planning, we must first clarify the purpose and development strategy of the project team. For example, the medical project team must rely on the influence of the large platform, combined with its own technical advantages and the benchmarking role of KA customers, to quickly occupy the market in the region and become a user The largest service team.
Then there are the annual work goals and key work results of the project team. Here we will focus on an important management tool of "Google" - OKR (Objectives and Key Results), that is, goals and key results. It is an effective goal management system that can transform an enterprise's strategic goals into feasible execution goals, allowing goal implementers to always pay attention to the path and method of implementation, and clarify and focus the work focus of the entire team. For projects, setting goals is very important, as this determines how to do it and to what extent it can be achieved. It is a quantifiable (time & quantity) effort direction and goal: OKR represents where you are going and clearly tells you the direction and goal. At the same time, it is also a communication tool. The process of goal setting, review and evaluation can become a basic tool for regular communication between managers and employees. In the process of one-on-one communication, managers break down the company's goals and list what they want employees to accomplish. Goals are conveyed to employees and put forward work expectations or ability requirements for employees. Employees also inform managers of the goals they hope to achieve and demonstrate personal development plans. Taking the medical project team as an example, for example, how many and what types of customers is the goal to sign this year? How many customers will be online this year? How many users are there? What is the operating income? At the same time, what is the basis for setting these goals? When these 0, that is, the goals are clear, the next step is to clarify the KR, which are the key results that can achieve the goals. For example, how many customers you want to sign depends on how many potential target customers you can connect with, and whether you have enough excellent market development personnel and technical cooperation teams. It should be emphasized here that the goals should not be changed easily, but the key results and implementation methods can be adjusted according to the team's phased work.
In addition, I found a problem when watching teams set goals, that is, they habitually set lower goals. The team leader only sets them based on his existing resources and current team capabilities, without taking into account Other resources that can be leveraged and improvements in team capabilities. An excellent team manager does not mean how capable he is, but how large a circle of competence he has. This circle is the ability to create resources, make good use of resources, and integrate resources. Setting goals requires the team leader to stand on the front line, consider the overall situation, and be challenging at the same time.
Next, plan our implementation path, that is, break down the tasks around this specific goal: each key result will derive a series of tasks, and each key result will have a corresponding person in charge. The person in charge develops an implementation plan based on the tasks and completes it step by step. Maintain good communication between task leaders and team leaders, organize and coordinate various resources. After determining the OKRs, it is necessary to explain to all team members why these goals are determined, what it means to the company to achieve these goals, and how everyone needs to cooperate to achieve these goals. Conduct detailed communication to ensure that everyone has a consistent understanding of the goals.
When promoting implementation, we must follow up and make timely adjustments, supplemented by measures such as weekly meetings, monthly meetings, and quarterly summaries, and provide timely feedback on "plan progress, current progress, problems encountered, causes of problems, support needed, and next steps." One-step plan" and other information.
Next, there is the design of the organization and the arrangement of personnel. When considering personnel arrangements, start-up teams should not be exhaustive. They do not necessarily have to be all-inclusive, but should assign some functions to a few positions. At the same time, they should try their best to put personnel on the front line, that is, where value can be generated, such as operations. Team members are either assigned to expand the market or do user promotion. The auxiliary functions such as copywriting/planning should be concentrated on one person. One person must be multi-talented. There should not be too many positions. The staff must be lean and simple, and each position must be streamlined. Corresponding problems must be solved and corresponding values ??must be generated. Of course, this will place high demands on personnel.
Finally, the team should set a summary and evaluation cycle. The team can be set to review and evaluate goals and key results every month or quarter. The team should design a corresponding evaluation checklist and clarify the achievement and quality of current goals and key results through regular reviews, in order to continuously improve team work and increase efficiency.