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MARKETING A SUPPLEMENT OF THE ZWEIG LETTER
A s we wrap up a record year for the AEC industry, it is time to look ahead to 2016 and get into business-planning mode. That does not mean it is time to read another trendy business management book and publish a strategic plan that is laced with the latest industry buzzwords. It also does not mean that, because we are so busy, we can skip the planning process altogether. Buzzword mania Start speaking in plain English, especially when it comes to internal strategic planing, to develop a clear strategy and purpose. O P I N I O N
The tendency for firms to do the above, combined with hard data from our research, leads us to the easy conclusion that it is time that this industry take strategic planning more seriously. Strategic plans are something that the entire organization must get behind and that must inspire employees to be different and work hard. Here are some things to consider as you prepare to develop a new plan or update your current plan: Cut down on buzzwords. The use of buzzwords to make the idea or plan sound more important is a real problem. Buzzwords are most useful when one needs to distract the reader from realizing that an effort was a complete failure. Your business planning effort should be driven by hard data – what is working, what is not, and what you need to do to accomplish growth. “Turn your next planning retreat away from buzzword mania and into a meaningful, data-driven session, where you look each other in the eye and sincerely develop a plan that has clarity and purpose that your organization can embrace.” Buzzwords, in addition to overly academic or technical jargon, tend to turn off the general staff in our firms. Frankly, we employ some of the most skeptical people when it comes to business management and processes. Technical and design types do not respond well to trendy concepts and fluff. Don’t employ wimpy facilitators. There is a wealth of strategic planning facilitators out there that you can pay to walk you through this process. Many do not un- derstand this industry and will likely lead you through a process where you end up with a plan full of vague, See CHAD CLINEHENS, page 8
THE ZWEIG LETTER NOVEMBER 30, 2015, ISSUE 1129
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