In the example above, this strategic planning process invited participation by each manager. Management was able to determine which new markets to enter, new customers to pursue and new products needed to compete in these markets. The management team coordinated this with a purchase plan for new equipment that fit the comptroller's ideas of prudent spending and satisfied cash flow requirements. Securing the necessary training, personnel, software systems, etc., was coordinated with the financial, production and sales requirements. With managers discussing projected gross sales, gross profit, net profit, return on investment and assets, etc., each becomes aware of his or her responsibility for attaining those goals.
Disagreements can surface and either be resolved or researched further until resolved.
Management is then in a position to translate corporate goals into departmental goals and action plans, and these, in turn, into individual employee goals and action plans. Performance criteria, expectations and goals become clear for all individuals at all levels within the company. The result is awareness and agreement that serve as an antidote to blaming, scapegoating and failure. Firms may exhibit one of the three in one part of their organization, while other divisions or departments exhibit different structures. Winning football teams are characterized by tightly knot and coordinated platoons and special teams, where each player's role is carefully designed and programmed.