Five year plan underway for PPL
Our five year Business Plan has taken us sometime to put together and how well we accomplish the desires and the strategies within the business plan very much depends on the workforce and the key catalyst are the managers, who are the conduit between the Management and what happens on the factory floor.
It is very important that we all own this document and ownership is a big driving force.
All of us in the Executive Management can understand what those are but if we don’t get our workers to appreciate what we are looking for, what the organisation is aiming to do in the next five years, the whole process will be lost.
The strategies (in the Business Plan) were developed by business units and they all came up with business strategies that would complement the corporate business plan and the corporate strategies.
Basically we were working from the top down and the bottom up and some of the business units, like Operations, had workshops to get those strategies ironed out and formulated in this format.
When you look at the company, the first instance is what the challenges are when we try to implement the five year business plan.
This matrix that we worked on for three years captures every problem that we had in the organisation.
We decided to plot this against how easy it was and what the impact it had.
Those are the things that we felt that as an organisation we could easily implement in terms of finance and resources, also that the impact on the company would be huge.
Those were basically the focus areas that the strategic plan was focusing on and as a result certain strategies were developed.
As part of the business plan, one of the key cornerstones is the energy and production demand and basically we have to consider the demand in the next five years for all major and minor centres.