A series of considerations that are not ordered in order of importance, but which are all important:
What time does your planning contemplate? In current times it does not seem necessary to go beyond 12-24 months. Of all if you consider it possible to go further, do so.
What are your prospects for change ? What are you doing to understand the evolution of your environment and, consequently, the evolution of your business ?
What are you doing to maintain customer satisfaction? What do customers want or expect?
What is the situation of your distribution and sales channels?
Are your employees' skills well-qualified? Have you anticipated the need for new additions? How did you plan to select them? How did you plan to train the new recruits? How do you plan the training for the continuous improvement of your employees?
Who does not give satisfactory results? Are you doing something about it? We suggest calling your attention and giving you one last chance. If they don't respond, make decisions. Conversely, if you admire good attitudes and skills in other employees, are you going to provide them with opportunities for development and advancement, with a plan that you can explain to them?
Is your company working on solutions to the problems you may have estimated?
Is anyone in your company concerned with observing the external trend and internal adaptation to that trend?
What degree of satisfaction do your products or services provide you, your manufacturing processes, your internal procedures… What changes do you have to undertake? What type of resources will you need?
If you have to associate or ally with someone, do you know the profile of the possible partners or allies ?
Do you monitor, maintain and strengthen your competitive advantages? Do you monitor your competitors and can you evaluate them without emotion?
All these considerations will help you reinforce your useful beliefs and modify or improve those that are not. In short, they will help you work thinking about the future of your company and the best way to approach it.
What is the benefit of a certain belief? Is this a current belief, or is it a holdover from the past? After answering, modify your beliefs if necessary.
What are the obstacles you are facing now? What new obstacles could be in your way? Rank these obstacles in terms of probability and then rank them based on severity. Consider how you can deal with them if they arise.
What would you do now if you had more resources? To what extent are you sure it would be successful? What would you do immediately?
What would you be willing to bet on for the future of your company?
What are the most important questions, right now? Which of these questions are you trying to solve, which are parked? What processes do you use to address these issues? Are you ignoring some issues, hoping they will disappear?
What progress should you address or resolve, mainly related to new technologies, where is it?
What is your company sacrificing to achieve its current goals? The definition of sacrifice is giving up something of greater value.
Are there conflicting priorities in your business? We are talking about profitability, product development, increased sales, customer satisfaction, staff, the necessary means, the funds available…
Which one receives the most attention? Do they all get the care they need?
What is the purpose of your company? What do you hope to achieve in the medium and long term?
What degree of commitment and satisfaction do you see in your employees? What do they think about what they do every day? She knows? Have you found out?
You have just completed a typical cycle of reflection. If you haven't been able to answer any of these considerations easily, now would be a good time to start.
