This system is designed to help you fill in the business plan on a modular basis. It identifies the various tasks and the responsibility for completion.

Defining separate tasks that need to be completed by different individuals and groups speeds completion and helps towards the overall acceptance of the plan. One can identify three distinct groups of tasks:

Those that need to be completed by senior management;

Those completed by the plan development team leader;

Those completed by the knowledge centre team members.

Some of these analyses will not be documented within the plan; their value lies in making those involved in its completion think about the overall shape of the business and even more ephemerally (though no less important) the overall business philosophy.

Engaging senior management and team based personnel in the completion of the plan will increase the chances of accuracy and achievability in plan development and implementation, and make sure that the implications of the plan are accepted throughout the enterprise, improving commitment to plan achievement.

Much of the thinking and data that make up the formal plan will be regularly collected and/or reviewed; the use of a check list system is to ensure that it is as comprehensive and up-to-date as possible.

Finally, the regular documentation of existing informal discussions and thoughts creates a more rigorous climate of analysis as the conclusions can be more broadly questioned and examined.

Senior management responsibility



Completion date

Notes (inc budget)

Purpose of plan



Departmental wish list; short, medium, long term



Divisional/departmental SWOT: ideas day



Planning horizon, timescale detail



Review frequency, review methods



Investment appraisal, hurdle rate



Tax plan






Business model



Exit plan (if any)






SBU reporting structure including responsibility and authority, decentralization/ centralization, rule of eight



KC structure



Corporate governance inc industrial relations, health and safety, code of conduct, bonus systems, accounting principles, disciplinary code and grievance procedure



Advisor review



Legal review



Vision statement including cultural barriers, 7 “S”, Deming rules






Balanced scorecard



Golden circle balance



Directed/emergent balance



Implementation routes



Competitive analysis



Critical success factors



Successes failures lessons learnt






Plan distribution



Forecast case



Risk identification/ acceptance



Key employees



Planning team leader



Senior management mentor



Project plan review



Reality check



Financial headroom



Cascade investment



Funding plan



Plan approval



Key stakeholder presentation




Team leader responsibility



Completion date

Notes (inc budget)

Project plan






Team creation (by KC)



Team location






IT system






Team cover while on plan



Previous plan review/ forecast error



Information flow map



Forecast grid choice



Portfolio theory



Portfolio analysis



Market driver alignment



Gap analysis






Impact analysis



Plan optimization



Internal marketing



Management overview



Presentation formats



Plan review



Secure storage




Knowledge centre team responsibility



Completion date

Notes (including budget)

Strategy and plan



Joint planning TDA: key customers/ suppliers






Risk profile



Contingency plan






Action plan






Reference material






Cost base



Trade offs






Quality circles






Design for operational efficiency






Stakeholder relations






Key segments



Key regions



Key products/services



Key customers: retention, transition



Key suppliers: retention



Key projects



Key stakeholders



Major action plan



Sensitivity analysis



Key costs



Cash flow



Profit and loss



Balance sheet



Quality control



Reports/ market research appendix material




Linking these tasks to a business plan template, such as that provided by Ibis as part of its business plan development involvement or training, ensures that each of the elements are properly completed and incorporated into the plan.