business
I have spent most of my business life as a sales, marketing, or general manger in small to mid-sized industrial companies. In virtually every instance my primary responsibility was to place the operation on a profitable growth track.
While the products and markets varied from company to company, most of the techniques used carried over from one company to the next. My primary tool was a planning system that I developed and refined over time. I found many companies would develop an annual plan, and rarely refer to it during the course of the year. In order to optimize our plans, frequent reviews were necessary. These reviews were scheduled on a weekly basis early in the life of the plan. Later, we would move to a monthly review. During every review, we tried to see if there were ways in which the plan could be refined and made more effective.
The most effective planning process involved all major departments: marketing & sales, engineering, accounting, manufacturing, human resources. Action steps were the responsibility of individuals in these departments. The emphasis was on reaching targets that were realistic, tangible, and measurable -- and in some cases quite detailed. i.e. improve margins in individual products, not just product lines.