An annual operating plan review turns strategy into the costed, committed plan that runs the year. Where the strategy review decides direction, the operating plan review decides the targets, budgets, headcount, and initiatives each function will own. It is the bridge from intent to executable commitment.
Run it in the quarter before the fiscal year begins, after strategy and annual goals are set, so the operating plan funds the plan rather than constraining it. Use the same structure for a major mid-year reforecast when conditions change enough to reopen the plan.
Bring the leadership team, finance, and the function heads who will own targets and budgets, six to fifteen people. Everyone presenting should arrive with targets tied to strategy and budgets tied to outcomes, not just a larger ask than last year.
Start by bridging strategy to plan so every target traces to a strategic goal. Let each function present its targets, initiatives, and budget, then reconcile the total against what is actually available. The hard work is in dependencies and trade-offs: functions plan in silos, and the review exists to surface where their plans collide. Stress-test the biggest risks, define contingencies, then commit the plan with named owners and a tracking cadence. A plan with no owners and no review rhythm is a forecast, not a commitment.
Turn strategy into a plan you can run. Run it in OrgTP and keep targets, budgets, owners, and dependencies connected all year.
180 minutes total · 6 sections
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