An operating plan is not about green eye-shades putting numbers together. It’s a total responsibility. It ties a thread through people, strategy, and operations, and it translates into assigning goals and objectives for the next year. You really want the operating plan to be owned by everybody. The more people you get involved in the plan, either through contingency plans or projects that have to be undertaken in the coming year—the more people who are aware of the expectations for them—the more you achieve.
