High Output Management Chapter 7
17 snips
Jan 1, 1970 Planning is presented as an everyday managerial activity with a clear three-step process for matching demand and capacity. Analysis of customers, vendors, competitors, and tech signals guides where to focus. Action-oriented plans create tasks now to prevent future problems. Management by objectives and key results are shown as pacing tools. Trade-offs between centralization for scale and decentralization for local judgment are explored.
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Planning Is A Three-Step Forecast
- Planning is an ordinary, everyday activity that answers what the environment will demand, where you'll be, and what to do to reconcile them.
- Treat planning like forecasting production: determine demand, establish present status, then adjust to close the gap.
Map Your Environment And Do A Difference Analysis
- Examine your environment by identifying customers, vendors, and competitors and track expectations and technological changes.
- Focus on the difference between current demands and future demands to decide what new work specifically addresses that gap.
Count Current Output In Demand Terms
- List current capabilities and projects in the same terms as demand, and factor in timing and probable cancellations.
- Then evaluate actions to close the gap and pick the set of actions that becomes your strategy.
