Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Role Of A Planner


Published on

Published in: Economy & Finance, Business

Role Of A Planner

  1. 1. Role of a Planner <ul><ul><li>Prabhu Kiran </li></ul></ul><ul><ul><li>Business Analyst, Pioneer Infoserv </li></ul></ul>
  2. 2. Structure of the Presentation <ul><li>Introduction </li></ul><ul><li>Dictionary meaning of 'Plan' and 'Planner' </li></ul><ul><li>Qualities of a Planner </li></ul><ul><li>Roles of the Planner </li></ul><ul><li>Reporting Structure </li></ul><ul><li>Summary </li></ul><ul><li>Conclusion </li></ul>
  3. 3. Dictionary meaning of ' Plan ' and ' Planner ' (Webster's Dictionary)‏ <ul><li>Plan means a method devised for making or doing something or achieving an end. </li></ul><ul><li>(or) </li></ul><ul><li>A series of steps to be carried out or goals to be accomplished </li></ul><ul><li>Planner A person who makes plans. </li></ul>
  4. 4. Qualities of a Planner <ul><li>Integrity, Credibility and Trust – Ability to work at all levels in the organization. Emotional Quotient should be very high. </li></ul><ul><li>Ability to do unstructured work </li></ul><ul><li>Ability to work with teams of people from within the organization and outside the organization. </li></ul><ul><li>Self confidence balanced by humility . People are often envious of the role the planner and the planner has to manage this. </li></ul><ul><li>Willingness and a desire to learn new management techniques and implement them in the organization. </li></ul><ul><li>Innovator </li></ul><ul><li>Sense of Humour </li></ul>
  5. 5. Roles of the Planner <ul><li>Aid to the Chairman / CEO </li></ul><ul><li>Strategic Planners assist the Chairman / CEO to make confidential strategic decisions . </li></ul><ul><li>They do special one off research / studies into areas which fall outside the mandate of the divisions. </li></ul><ul><li>They also act as internal consultants to the leaders of the different divisions in the organization. </li></ul>
  6. 6. Roles of the Planner <ul><li>Research </li></ul><ul><li>Planners provide up to date research to the top management of the organization on the following trends </li></ul><ul><li>External Environment trends – PEST factors that might affect the strategy / functioning of the organization. </li></ul><ul><li>Business Trends – Policies and Practices adopted by leading organizations in the industry. </li></ul><ul><li>Market research – Includes customer surveys and other methods of research to identify customer needs and expectations. Usually outsourced to a market research organization. </li></ul><ul><li>Competitor Research – Maintain a comprehensive database of competitor strategies and information on competitor key customers and human resource personnel. </li></ul><ul><li>The Planning team keeps up to date with new methods of doing strategic planning itself. </li></ul>
  7. 7. Roles of the Planner <ul><li>Systems Integrator and Coordinator </li></ul><ul><li>Usually organizations have the following functions interlinked. </li></ul><ul><li>Strategic planning </li></ul><ul><li>Business planning </li></ul><ul><li>Budgeting </li></ul><ul><li>Performance management/reward/compensation </li></ul><ul><li>Reporting </li></ul><ul><li>Measurement. </li></ul><ul><li>The Planner works in coordination with the division heads to ensure that the planning and measurement systems work together. The planner also ensures that there is no duplication between the plans made by the various divisions in the organization </li></ul>
  8. 8. Roles of the Planner <ul><li>Monitoring of Strategy </li></ul><ul><li>Works with change specialists to ensure that both the content and the spirit of the strategic plan are being implemented. </li></ul><ul><li>Any barriers which occur, the planner helps teams to remove these barriers. This may necessitate a change in structures and systems. </li></ul><ul><li>Angel's Advocate and Devil's Advocate </li></ul><ul><li>The Planner functions both as an Angel's advocate and as a devil's advocate. </li></ul><ul><li>The Planner has to actively pursue a good idea and make sure it is implemented in the organization. </li></ul><ul><li>The Planner also has to take the role of a Devil's Advocate and take a position strongly to advocate implementation of a certain management strategy or practice. </li></ul>
  9. 9. Roles of the Planner <ul><li>Training of Management Staff </li></ul><ul><li>Planners take on the role of formal facilitators to ensure top management is well versed with up to date strategic management tools and thinking. </li></ul><ul><li>These could include: </li></ul><ul><li>Formal Training sessions </li></ul><ul><li>Guest Speakers to speak on a 'particular topic'. </li></ul><ul><li>Writing Newsletters </li></ul><ul><li>Speaking at conferences and workshops organized by different divisions in the organizations;. </li></ul><ul><li>Organizing conferences in house </li></ul><ul><li>Sending key personnel on external training courses. </li></ul>
  10. 10. Reporting Structure Ideas or How planning starts in an organization ? Business Needs Goals Strategies Action Steps Goal Champions or Business Owners
  11. 11. Reporting Structure <ul><li>Strategies are comprised of Time lines and Requisites </li></ul><ul><li>Time line : </li></ul><ul><li>What are the action steps ? </li></ul><ul><li>Who will be responsible for each ? </li></ul><ul><li>When will they be accomplished ? </li></ul><ul><li>Requisites : </li></ul><ul><li>What is needed to successfully implement the strategy ? </li></ul>
  12. 12. Reporting Structure Each goal or strategy action plan should have a proper evaluation plan. These are suggested to be: a.) Quantifiable performance indicators (numerical quantities that can be measured against time, units or across institutions or standards set in the industry)‏ b.) Key Milestones in the process of implementation whose progress can track progress towards achieving the goal. c.) A summary which will include the quantitative and qualitative indicators of success to give a balanced understanding of the outcomes produced in relation to the outcomes originally sought .
  13. 13. Summary <ul><li>Key Decision Making Advisor – Advising the top management on various options available and suggests the feasible option. </li></ul><ul><li>Trainer – explaining the process changes and provide active direction to unit heads and staff, if necessary. </li></ul><ul><li>Facilitator – provide assistance in moving through difficult phases of implementation </li></ul><ul><li>Strategist – actively help set strategy and ensure implementation. </li></ul><ul><li>Advocate – actively pursue certain ideas beneficial to the organization. </li></ul><ul><li>Stakeholder – vested interests in results . </li></ul>
  14. 14. Thank you