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See Long- and Short-term Results with a Plan See Long- and Short-term Results with a Plan Marc Thys 1 One of the major dilemmas companies face today is the pressure to deliver short-term improvements and benefits while still contributing to longer-term breakthrough objectives.
The planning tool helps practitioners find a way out of this predicament by presenting a coherent picture of the balance that must be achieved between short- and long-term objectives.
The Belts who run the improvement projects will see these not as stand-alone achievements, but as contributing to a bigger picture. The planning tool presented here is based on the same concepts and principles as multi-generation project planning MGPPan approach used to manage complex programs.
Clearing Up Communication Two distinct audiences can benefit from this tool: Ultimately, the tool is a communication vehicle between these two parties.
Process owners typically want to have a clear picture of what results can be delivered by when, and how these results will contribute to the longer-term objectives.
They also want to track the progress of these results and objectives. Moreover, they want to understand what resources will be needed. Belts usually participate in the dialogue to develop the improvement plan.
Based on their understanding of the challenges and uncertainties involved, they propose timelines, projects and resources to achieve the objectives and deliver the results. The process owners challenge them on these proposals in order to get the best return on investment in the shortest possible time frame.
Timing Is Everything The numbers in the name of the planning tool refer to months. For each of these milestones, targets should be set for key performance indicators of the business, and appropriate projects and work streams identified. The month timeframe should help process owners to break out of fiscal year constraints that often restrict their thinking.
Breakthrough objectives are seldom achieved within one fiscal year, so the time horizons have to be set accordingly. The short-term horizons of three and six months will focus the Belts on concrete results.
This should help overcome the syndrome whereby only large, complex DMAIC Define, Measure, Analyze, Improve, Control projects are defined and selected, designed to deliver within six months, but often dragging on for 10 months or longer.
At the same time, the Belts are encouraged to come up with smaller, Kaizen-type projects. Not only does this type of project deliver results more quickly, but the projects often act as enablers for larger DMAIC projects that can be executed in parallel.
The Kaizen projects also can be used as a vehicle to deliver quick wins that are often identified in the early stages of a DMAIC project. Creating a Roadmap The planning tool can be best used for a rolling wave type of planning and review.
This means that not only will the original plan be used to track progress and results every three months, but it will also be reviewed and adapted with that frequency.
At the first review after three months, the original six-month target becomes the three-month target, and a new six-month target is set based on what now appears to be an achievable target on the road to the original month target.
Practitioners should revise the and month targets every six months, based on the insight gained over the previous six months.
The plan then becomes a living document to map out the road to the breakthrough objectives. In the spirit of multigeneration planning, practitioners should ask the questions in Table 1 to determine the data and knowledge that must be gained in the first generation and is required to be able to execute the successive generations.Get the latest international, Oregon and Portland business news.
Find economy and finance articles along with up to date financial market coverage on leslutinsduphoenix.com 6 month Territory Plan Agenda - Objective - 6 month plan - Territory Segmentation - Summary - Quotes - Questions Objective By the end of this presentation I hope to bring to light how I plan to effectively and strategically manage my territory within my first 6 months.
It's the first week of the last month of the first quarter, and I don't have my sales business plan written! Oh, thank you for giving me a wake-up call. Oh, thank you for giving me a wake-up call.
It's the first week of the last month of the first quarter, There are four basic parts of a sales plan: New business acquisition strategies; Sales territory.
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How to plan your sales territory 1 month ago your sales territory Simple and practical approach to build an initial plan for your business.