Many a time tactical plans turn out to be just another irrelevant strategy document with loads of unnecessary information in them. The best these types of plans can do is confuse the managers who would otherwise do better without them. A bad tactical plan is writing on the wall. It can hinder even the brightest strategic plans.
Ideas without a roadmap are mere wishes. Greater goals are marked by small and big landmarks and these milestones are the only way we can ascertain that we are on the right track. It doesn’t hurt to check our bearings every now and then. While a strategic plan only marks the destination, a tactical plan lays the route. But as simple as the task may seem in words, arriving at a sound tactical plan is no simple feat. Especially when it is to be constricted within the boundaries of shrinking resources and cutting costs.
Use these three steps to arrive at a foolproof tactical plan:
Departments that have consistent and predictable activities seldom need a tactical plan. Tactical plans are especially beneficial for performance-oriented departments.
Once you are finished with your strategic plan, proceed with these steps:
Time is the crux of any tactical plan. If the strategic plan extends to a five-year period, then the tactical plan will be for a year or two. Certain departments, like sales, need real-time decision making. A shorter tactical plan extending to a year, a few months or few weeks may be more feasible for them.
Here’s how Coca Cola is doing it:
If you are struggling with your tactical plans, then The Strategy Institute’s programs can help. Success is a ladder and tactical plans are its rungs. If you pave them right and pave them strong, there will be no stopping you from reaching the top.