strategy implementation essentials-mf

8/6/2019 Strategy Implementation Essentials-MF

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S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .

w w w . m e t h o d f r a m e w o r k s . c o m ( 8 7 7 ) 3 1 - P L A N 4 ( 7 5 26 - 4 )

Strategy Implementation Essentials


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M e t h o d F r a m e w o r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .

w w w . m e t h o d f r a m e w o r k s . c o m ( 8 7 7 ) 3 1 - P L A N 4 ( 7 - 5 2 6 4 ) 2

Copyright 2011 Forte Solutions Group, LLC All rights reserved.

Guide to Operational Planning:

Building the Execution Layer of StrategySo much has been written about strategic planning, and so little about the real core element:

operational planning. Well-implemented strategic

planning provides the vision, direction and goals for

the organization, but operational planning translates

that strategy into the everyday execution tactics

of the business that will ultimately produce the

outcomes dened by the strategy. Operational

planning is the conversion of strategic goals into

execution. No business likes to admit it, but most

are lacking in the know-how, competencies (skills,

knowledge, experience) and discipline to carry off

precise execution of strategic goals.

Operational Planning Is The Key toExecuting on Strategy

Operational planning is truly the lynch pin of execution, producing plan outcomes while managing

constraints on time, money and resources. It is the conduit by which strategy is converted to

action and places accountability for goal execution on the leaders, the managers and the doers.

Execution of corporate strategy can go awry very quickly in organizations large and small. The

frustrating part of implementing strategic goals is that it usually takes far longer to detect that

things are off track than it does to get off course in the rst place. We all know that misring

on execution leads to unnecessary costs, wasted management and employee time, committed

nancial resources that dont produce the desired outcomes and missed revenue or prot targets.

So how do we ensure that strategy execution will be spot on? Superior operational planning isthe answer. Unlocking the power of this element of planning allows organizations to accomplish

strategy and builds alignment to the strategy into the business framework.

If you think about what corporate strategy documents normally look like, it is not terribly

surprising to nd that a high percentage of corporate strategies fail to be implemented. They

range from ugly Excel spreadsheets to beautifully bound books. What all but a few are missing

though, is the planned-out operational tactics to execute on the strategy. They lack the resource

plans, time lines, benchmarks and operating budgets to support the specic strategic activities

essential for implementation success. Unless operational planning has accompanied the strategic

planning effort, the strategic plan will always accomplish less than the intended result, resulting in

wasted effort and executive frustration.

Most companies would receive a failing grade for their operational planning efforts. This is largely

due to a lack of understanding of how such planning should be done. True, it is sometimes

perceived to be the less sexy part of planning, but it is essential that operational planning be

done and organizations must learn how to do it properly. It gets overlooked or is done in such a

lightweight fashion that it is almost worthless to the managers at the business-level.


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Performance management software databases are chalked full of objectives that dont really help

their organizations. Why? Because they are not aligned with strategic activity at the correct level

to make the employees objectives all that helpful in accomplishing strategic priorities.

Its not that operational planning is that complex to

carry out, but it does require some effort. It alsorequires some art and nesse to do it well. In short,

operational planning requires a different skill set and

discipline than its counterpart - strategic planning. The

biggest difference is that we must adjust our thinking

to the day-to-day business operations and consider all

of the constraints, inhibitors and accelerators that must

be evaluated and factored into tactical planning. The

discipline required is a mix of strategic planning with

good old fashioned program and project management.

True Story:

A multi-billion dollar nancial giant implemented a leading software vendors Performance

Management module. No sooner was the software live, than the CEO, who was excited to get

value from their investment, issued an edict for every manager in the company to have their

direct reports enter their performance objectives by the deadline (about one month from the

issuance of the edict). There were numerous issues with all of this, but the two biggest were:

1. Corporate had no formal strategy, even though some of the subsidiary business unitsdid. So what did the edict indicate performance objectives should be tied to you ask?

The slogan, changed to protect the companys identity but kept to the same number of

words, Push for Prot. Nothing vague about that.

2. Training was hastily put together to show managers and employees how to log into the

software and enter their performance objectives. They shoe-horned the training into

already packed schedules so that the CEOs edict could be met, so many employees had

to miss the training due to work travel, client commitments, etc. Those lucky enough

to attend a training class learned how to log in. At no point did corporate give any

guidance on what a good performance objective might look like, or bother explaining

the purpose of the exercise.


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Operational planning must be done if strategic goals are to be accomplished. This is because the

enterprise is really an ecosystem, where a change in one area almost always effects others. The

strategic goals of the organization must be translated one business unit / division / department at

a time. Why? Because the goals mean something different to each area of the organization, based

upon that areas function in the enterprise.

It is not enough to simply put the strategic goals out there and let the business interpret the

strategy on its own. To do so is not planning, but instead is crossing ngers and hoping for the

best. Weve all seen or read about the countless examples of failed strategy implementation this

leads to. Since hope is not a strategy, organizations need to buckle their safety belts and leave

their comfort zones while mastering the art of execution or face the harsh realities of failing to

execute on their plans.

Okay, So How Should It be Done?Lets begin by examining the general requirements of operational planning. Goal-supporting

initiatives must be identied, if only in a broad sense initially. Remember, operational planning

is picking up from the point where strategy, strategic priorities and goals have been set. The

following steps outlined in the graphic should have been accomplished.

Strategic Planning Steps Already Accomplished:

1. Step-1: Understand Where You Are Starting From (Current)

2. Step-2: Decide What the Future Should Look Like (Future)

3. Step-3: Close the Gaps Between the States

4. Step-4: Prioritization and Selection

5. Step-5: Remove Variability From Plan Goal Language

For starters, the executive strategy team must carefully construct goals and metrics that will

guide the layers of the organization to plan very effectively. Goals and supporting metrics should

be dened and pushed downward through the organization -- approaching plan goals almost as if

they were marketing them to the rest of the business. The metrics and measurements promote

the governance aspect of planning and the buy-in from the enterprise is part of the change

management needed to excite and mobilize action for accomplishing the objectives of the strategy.

This requires a communication plan that will educate, inform and help the operations leaders and

management to understand what is expected of them and allow them to do the same thing withtheir people. This is important, since the tactics will be established by the operational leaders

who are responsible for carrying out the execution of the goals. Their clear understanding and

involvement is a must. This constitutes a bidirectional (or top-down / bottom-up) planning effort

and lays the groundwork for operational planning.


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A bidirectional planning approach allows executive management to set the goals and plan

initiatives collaboratively with all the lower levels of management, thus providing a consistent

direction for the strategic plan execution effort. Taking a top-down only approach leads to

confusion within the organization and undermines buy-in of the corporate direction. Alternatively,

a bottom-up only approach can lead to mission-drift from the strategic plans intentions when

operational managers are left to interpret the strategy goals on their own. This is especially true if

the plan goals are ambiguous from the outset.

Lets Walk Through an Example on Bidirectional Planning

As an example of good bidirectional operations planning, consider this scenario:

During strategic planning, executives set an organizational goal to reduce COGS by 3%. As

operational planning is conducted, the director of purchasing sets forth ideas that support the

plan goal of reducing COGS by 3% and might set as an objective to negotiate more favorable

supplier rates and payment terms, or to aggregate buying channels to increase volumes and

cut costs.

In order for the example above to work, the strategic plan needed to state the plan goal crisply

so that its outcome could be measurable. In this example, that was accomplished. Vague or

ambiguous goal statements are subject for interpretation and should be revised when they are

discovered.

To sum up these two points, the ideal process for operational planning involves senior

management working in conjunction with the other layers of management to set operational

goals that ensure alignment the enterprise goals. This sets the direction for funded tacticalinitiatives that will produce the desired key outcomes of the business.

Step-1: Understand Where You Are Starting From (Current)

Step-2: Decide What the Future Should Look Like (Future)

Step-3: Close the Gaps Between the States

Step-4: Prioritization and Selection

Step-5: Remove Variability From Plan Goal Language


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Operational Planning Steps

To put a ner point on what the process looks like, let us begin with covering an overview of the

process steps. A process is different from a procedure, in that process in a framework and more

uid ... more adaptable than a procedure. The steps we will outline and the intended outcome of

each step is more important than the exact sequence. That is because, in operational planning,sometimes multiple iterations will yield a more realistic plan and t the actual budgets and time

lines that the organization can support. The goal is to reach realistic. We want operational plans

that everyone understands and buys into. While there is not always a lot of choice involved in

participating in the work the plan will outline, at least we want managers and their direct reports

to understand why we are asking this of them and what we hope to accomplish in doing it.

Let us now review the steps of the process, then we will then walk through an explanation of each.

Operational Planning Steps

1. Dene the initiatives needed to accomplish plan goals

2. Break the initiatives down into projects

3. Estimate raw resources required for projects and associated costs

4. Determine resource costs across P&L structures

5. Organize related projects into logical groupings (programs)

6. Determine time lines, interdependencies and sequence at program level

7. Assign programs to specic business units / departments, including budget responsibility

8. Implement employee-to-manager accountability contracts to meet project goals

9. Implement plan governance to manage performance to objective metrics

10. Implement ongoing plan adjustments

1. Dene the initiatives needed to accomplish plan goals

With the current-state now dened and the future-state goals agreed upon, the next step in

execution planning is to develop the tactics to bridge the gap between current and future. In

operational (or tactical) planning mode, the business layers below the executives become even

more deeply involved in the planning process. Each enterprise plan goal explodes into a number of

supporting operational plans, where tactics are dened, executed, managed and measured.


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There are six interrelated dimensions through which detailed

tactical planning of the operational layers must be orchestrated:

1. Time

2. Processes

3. Technologies

4. Culture

5. Budget

6. People

Against the backdrop of the six dimensions listed above, we are

now ready to dive into operational planning. Finding a starting point for developing underlying

operational plans is often difcult for organizations. This is due to the size of the task and to

the level of planning that must be undertaken in order to holistically address strategic goals with

detailed planning for operational execution. Here is an approach to get the job started.

Card-storming is one technique that is very effective in beginning the operational planning stage

and is used to generate an initial list of underlying projects and tasks that must be planned. Theparticipants involved would include: planning process leaders and cross-functional operational

managers. Card-storming can be used in a workshop setting where all participants are in the

same location, or via video conference with multiple locations involved. With this technique for

high-level planning, lots of wall space is recommended. This process should be approached in a

bidirectional (top-down / bottom-up) fashion.

Here is a quick synopsis of how the Card Storming process

worksCorporate goals are listed on ip chart pages and placed on the walls around the room.

Participants then use 3X5 or 5X7 index cards to write down tasks and project ideas related to

each goal placing the index cards under the plan goal it should be associated with. In card-

storming, participants can work individually or in teams for a short dened period of time

to write down as many ideas or tasks as can be accomplished during the time frame related

to each topic. At the conclusion of the time period, each person or team presents the ideas

back to the larger group. From there, duplicate ideas are removed, and cards are categorized

by topic area (grouping). All of this must be done while passing no judgment on the ideas

presented by the other individuals or teams.


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This technique can take a lot of time to complete and might easily require a two-day workshop

to fully identify project interdependencies. It benets the group enormously by allowing for

very productive brainstorming and builds an early visual task list indicating where work will

be required to accomplish the outcomes of the enterprise strategic plan. The identication ofinterdependencies that present themselves can save man-months of work down the line. Groups

of related projects can begin to be associated together as one program, even though they may

span several departments or even divisions within larger organizations.

2. Break the initiatives down into projects

Breaking work down into smaller units makes it far easier to estimate, understand and ultimately...

to manage. Projects that have been identied can now be planned for at the detailed level,

including: time frames, human resource requirements, technology requirements and in many

cases, dependency on other projects or programs (groups of projects). Careful attention to detail

at this level can help avoid collisions with other projects down the line. Even then, there may

be inter-dependencies between these groupings of initiatives and shortages of resources where

overlaps exist. Tactical planning must delineate to the maximum extent possible the time lines,

dependency relationships, resource allocations and costs relative to the allocated budgets across

operational areas to avoid collisions and conicts.

Term Denitions Plan Governance: Refers to the management of plan execution, tracking alignment

of plan goals with the supporting initiatives.

Portfolio: The collective body of all underlying programs supporting plan goals.

Program: A grouping of related initiatives / projects within the plan portfolio.

Initiative / Project: A discreet grouping of tasks related to the accomplishment of a

component or sub-component of a plan goal.


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3. Estimate raw resources required for projects and the associated costs

Operational planning is all about reality and execution, so estimating work effort and time-to-

complete correctly for chunks of work is important. To estimate effort as accurately as possible,

past metrics are essential to help answer questions such as:

How well can resource horsepower be utilized?

How much resource horsepower is at our disposal?

What is the expected productivity of their horsepower?

Shorter durations of projects allows accomplishment and reward to take place more frequently

and adds to the energy and excitement required to fuel the enthusiasm we want the team and

individuals to have before taking on the next task. Tactical planners who strive to dene shorter

discreet tasks that have clear start and end targets as well as crisp expected outcomes, construct

operational plans which focus on goal accomplishment.

The best predictor of future performance is the organizations own history. Historical Acceleration

reduces uncertainty in detailed tactical planning by dening execution based on calculations of theorganizations past performance in meeting goals. Acceleration may make you think of hitting the

open road in a new sports car, but in the corporate strategic planning process, acceleration takes

on a whole new meaning.

The American Heritage Science Dictionary denes acceleration as The rate of change of

the velocity of a moving body. In corporate planning, the actions or decisions taken by the

organization can lead to positive acceleration (increase in speed) or negative acceleration (a

decrease in speed). Knowing how your organization will respond and being able to establish

realistic time frames for any strategic initiative is a valuable part of the strategic planning process.


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Why is acceleration important to corporate strategicplanning?

Think back to a time when your organization planned to launch a new department, technology

solution, internal reorganization, or product. The intent was to launch the initiative in three

months but it ends up taking nine. Another project you anticipate to take six months is nished

in just four. Measuring historical acceleration provides a way to reduce the uncertainty,

remove subjectivity, and bring greater predictability to your planning initiatives so that realistic

expectations can be set (and accomplished!).

Historical acceleration is an important key indicator of organizational reality and provides

a predictive measure for the future. Historical acceleration is the typical rate of change

(accomplishment of objectives) for the organization - moving from idea generation through

implementation.

How to Calculate Historical Acceleration:

With historical acceleration into the planning process, we take into account both the speed at

which the organization accomplishes tasks and the desired direction of the organization. After

all, how fast the organization can reach a specied objective is always affected by how far it

has to go to get there. Simple metrics can be used to determine average historical acceleration

and the resulting numbers can be used to design execution plans that are achievable and

predictable.


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4. Determine resource costs and budget requirements across P&L structures

Enterprise, division, line-of-business and departmental budgets determine the resources that

can be invested towards a goals achievement. Goal time frames may not be accomplishable

if nancial resources are too limited or, worse yet, do not exist in key areas of the enterpriseecosystem.

During tactical planning, nancial constraints will begin to emerge and must be resolved.

Sometimes plans must be scaled back or adjusted to reect the limits of capacity to meet goal

objectives in certain areas of the organization without additional investment by the enterprise.

Finalized budget allocations allow the detailed aspects of the plan to be developed fully.

Most large initiatives will span departmental / group P&L lines. That is certainly okay, but the

impact on project time lines and budgeting must be accounted for in planning, and it is at this

point that it becomes feasible and necessary to do so. What is the key outcome worth to the

business and what will it cost to accomplish achieving the goal? Before launching a program of

initiatives related to a plan goal, the business rationale should be fully understood in terms of

expected benet to the enterprise. A preliminary cost/benet analysis should be a part of thebusiness case for moving forward on a plan goal and the program of initiatives associated with the

goal.

Understanding the potential rewards to be gained as results of plan goals allows tactical plans to

be developed that will satisfy the required time lines and budget constraints without compromising

the intended ROI.

5. Organize related projects into logical groupings (programs)

Dealing with programs as opposed to projects helps in looking at the big picture when tracking,

managing and dealing with change management. Rather than try to manage communications to

the organization related to tens, hundreds or thousands or projects, it only makes sense to group

related projects into programs that can be described to the entire organization in terms of how

they support the enterprise strategy and goals.


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Program Planning

Initiative 1 Initiative 2 Initiative 3 Initiative 4

Projects Projects Projects Projects

Groups of Related Projects

Metric Identication

Analysis of Similarities and Dependencies within Projects

Goal Achievement and Progress Monitoring

An important approach to consider in the successful communication is to translate plan goals into

strategy statements that the organization can embrace and enact, then relate those to specic

programs. To effectively spread the enterprise vision throughout the ranks of the organization

empowers and energizes employees to contribute to the successful execution of the strategic

goals. As with the business strategy, the communication of the business goals must be carefully

planned and well orchestrated to achieve the intended results.

A multi-disciplinary communication strategy that works with the corporate culture is the most

effective. Multi-disciplinary means that we have to look at the organization as a whole and take

into consideration the way communication is occurring within the current state. What are the

issues the existing communication strategy poses to the organization? What changes need to be

implemented?


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A Program Planning Example

Lets assume that the enterprise strategic plan in this example consists of three major key

outcomes (strategic goals), each one being well-articulated through a controlled vocabularyof minimize or increase statements. As a result, each strategic goal is measurable and has

accompanying metrics that will be tracked for progress through plan governance.

At the operational level, in business unit #1, the planning team (consisting of the companys

Chief Operating Ofcer, the key business unit leaders and the departmental managers of

the unit) would dene the necessary changes in business tactics to address each of the plan

goals effecting their business operations within the unit. This process is usually done through

workshops and is very interactive in terms of discussion and brainstorming.

These changes, once decided upon, would be rened through further planning into initiatives

that are comprised of many projects to be completed by the business unit during the plan

period. It is at this point that initiatives then need to be grouped into programs in order to fully

understand interdependencies, resource sharing, scheduling and time lines. Each programrepresents a grouping of inter-related projects.

Programs will likely span across more than one business unit or department in terms of

impact. There is a one-to-many relationship between each program and the initiatives under

that program. Additionally, the strategic initiatives at the business level may fall under more

than one program once the operational plan groupings have fully been established and the

programs supporting plan goals identied.

6. Determine time lines, interdependencies and sequencing at the program level

The operational plan actually serves as the master-plan for execution of the strategy. While things

may change and adjust over time, the operational plan is where we look for answers; it must serve

as the plan of record for execution. All time lines must be reected as accurately as possible,

taking into account dependency relationships and resource constraints.

Realistic expectations of the long-term performance required

of those executing the plan must be considered. In terms

of our schedule, are we dening a death-march or a walk in

the park? Consideration of normal workload must be strongly

considered when dening time lines for the incremental tasks

we will add to our employees.


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7. Assign programs to specic business units / departments, including budgetresponsibility

Accountability also must be clear in terms of expected time frames. For accountability to exist,

all who are affected by the plan must understand what is to be accomplished and within whattime frame. After all, it is impossible to hold people accountable for accomplishing a key outcome

if there is no basis to measure. Similarly, if an objective that is not bound by time or if the team

has unlimited time to complete it, the goal can never be considered to be complete or its progress

evaluated.

Tools such as RACI models can aid in mapping out Responsibility, Accountability, Consult and

Inform roles relative to the programs or initiatives supporting the plan.

Individual accountability cannot exist without consequences -- both positive and negative. Teams

and individuals must understand both the organizations desired outcomes and their specic

responsibilities in achieving those outcomes. Furthermore, their role and impact in meeting

organizational objectives should be rewarded, while any behavior that impedes the achievement of

organization goals should hold an appropriate consequence.


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The RACI Assignment Matrix

Responsible

Those who do the work to achieve the task. There is typically one role with a participation typeof Responsible, although others can be delegated to assist in the work required.

Accountable (also Approver or nal Approving Authority)

The one ultimately answerable for the correct and thorough completion of the deliverable

or task, and the one from whom Responsible is delegated the work. In other words, an

Accountable must sign off (Approve) on work that Responsible provides. There must be only

one Accountable specied for each task or deliverable.

Consulted (sometimes Counsel)

Those whose opinions are sought, typically subject matter experts; and with whom there is

two-way communication.

InformedThose who are kept up-to-date on progress, often only on completion of the task or

deliverable; and with whom there is just one-way communication.

Very often the role that is Accountable for a task or deliverable may also be Responsible for

completing it (indicated on the matrix by the task or deliverable having a role Accountable for

it, but no role Responsible for its completion, i.e. it is implied). Outside of this exception, it is

generally recommended that each role in the project or process for each task receive, at most,

just one of the participation types. Where more than one participation type is shown, this

generally implies that participation has not yet been fully resolved, which can impede the value

of this technique in clarifying the participation of each role on each task.


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8. Implement employee-to-manager accountability contracts to meet projectgoals

Clarity regarding roles and responsibilities relative to plan goals requires people who have

sufcient incentive and understanding to execute to that plan. Employees that understand what isbeing done, the reasons why, when to do what, and how they can contribute become empowered

team players.

To accomplish accountability at the employee level, tasks from the identied projects can be

assigned to individuals who will be expected to fulll their roles in the operational plan. After

communicating expectations with the employee, it is recommended that accountability contracts

be written, by the employee and approved by the manager, describing what they will accomplish,

when and how. The contract can go through revisions until accurate, then approved by their

manager.

To bring about clarity, job descriptions must be updated in coordination with Human Resource

departments and be kept current to support the accountability factor needed in sustaining

execution standards of excellence over the long haul.

9. Implement plan governance to manage performance to objectives metrics

Perhaps most important step in operational planning is plan governance.

Organizations that have matured in their planning process have taken governance to another level

and have implemented Plan Management Ofces. Plan governance, whether implemented as a

formal Plan Management Ofce or administered through a less formalized committee structure,

should be responsible for the functions of selecting, managing and measuring of everything

entering or within the plan portfolio. The plan portfolio is the overall macroscopic view of all

programs and initiatives involved with strategy implementation.

Plan governance manages alignment of plan goals and supporting initiatives through effective

oversight at the corporate and operational levels. Plan Management Ofces benet the

organization by having better visualization into all efforts supporting strategic implementation.

Plan Management Ofces also position organizations to better manage the interrelationships of all

the underlying initiatives, considering dependency relationships and constraints on resources.

Lastly, a plan governance model can harvest metrics and status reporting from across the portfolio

of all programs and their underlying projects. Metrics are harvested from the tactical layer to

provide historical acceleration data to offer continual improvement to the planning cycle.

In the end, planning governance helps organizations lter through the minutia of everyday tasks to

focus on accomplishing key outcomes sought by executive leadership.


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10. Implement ongoing plan adjustments

As a function of the ongoing management of the plan portfolio, plan governance also involves

refreshing the strategic and supporting operational plans to reect changes as a result of

completing plan goals and taking on new ones. This structure allows for strategic and operationalplanning to become much more actively managed and based on a shorter time horizons. Shorter

time horizons for plans leads to more focus on execution and results in better outcomes. A rolling

12-month plan that is refreshed quarterly is best suited for achieving optimal results in execution.

There are several reasons why this approach yields better planning outcomes.

One reason for the better results is the tendency of shorter plan horizons to have fewer goals

per cycle and therefore be more focused on tactical execution. Rolling 12-month plans allow

the organization to be more responsive to change with goal setting, especially in the operational

aspect of planning. Likewise, plans that are refreshed quarterly are easier to manage and keep

the organization sharper and focused on achievement due to the shorter cycles to accomplish

chunks of work.

12-month rolling plans haveproven do better at addressing

the pressing needs of the

business, while maintaining the

long-term focus of the CEO and

corporate strategy team. Add

refreshed quarterly plans to

the mix and you have instilled

into the organization a laser-

beam focus on results. Plan

governance administered on a

quarter-by-quarter basis affordsmanagement the opportunity to

review the initiatives underway

and assess any backlog that

exists. Management can also

assess the organizations

capacity to move an item from

the backlog into the active plan

furthering progress towards

completion of the plans goals.

12-month rolling plans also tend

to be more realistic. This isattributed to the higher quality data driving the process, such as: capacity to change, historical

achievement, resource availability and current environmental constraints

Key Outcome(s) Visualization

Quarter 1 Quarter 2 Quarter 3 Quarter 4

Work Log

Unrealized

Desired

Outcomes

Unrealized

Desired

Outcomes

Unrealized

Desired

Outcomes

Unrealized

Desired

Outcomes

Work Log Work Log Work Log

Top 20% Top 20% Top 20% Top 20%

80% 80% 80%

Execution

80%

Most Detail Detail Less Detail Least Detail


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Conclusion

Linking strategy to action should be an integral part of planning. For this to happen, you need to

take systematic steps within the execution process to make the critical organizational elements

accountable stakeholders in the plan implementation and management process.Method Frameworks was born to help organizations link strategy to effective execution. Our clients

experience success many times the rate of average. Contact us to discuss your needs and let us

share our success stories with you. Better yet, let us make your organization our next success.

For permission to use or reprint any portions of this copyrighted article, contact Method

Frameworks [email protected].

Become a Client

Let us count your organization among our valued and successful clients. Contact us today to learn

more about Method FrameworksSM and our Plan4SM approach.

(877) 31-PLAN4 (75264))

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