Num pequeno artigo intitulado: 5 ways a business plan can come back to bite you, Michael Hess adverte para a necessidade de saber elaborar um plano de negócios, mas acima de tudo, sublinha que este deva estar em consonância com os objetivos e ser capaz de ser exequível. Da pequena peça retiro três ideias: o erro de ficar demasiado agarrado à ideia (cegueira e teimosia não são bons aliados nos negócios e estratégias organizacionais); sobrestimar o mercado; saber executar o que se planificou, isto é, passar das ideias à prática. Ficam aqui algumas frases para pensar:
We’ve all heard the expression, “If you fail to plan, you plan to fail.” And few people disagree on the importance of a business plan. But too many business plans risk turning against their authors (and often do) because of one or more of these potentially fatal flaws:
(…) Being too attached to a product or idea. The “everyone will want this” phenomenon, where you love an idea so blindly that you don’t even consider the possibility that the world might not beat a path to your door. Gut feelings, experience and a willingness to take risks certainly count, but don’t get too stubbornly attached to your ideas. Be brutally honest with yourself, and do as much homework as you can. A mentor of mine once said, “Never make decisions based on an assumption that you’re your own customer.”
(…) Another wise piece of advice I got years ago was to separate goals from estimates. Goals are what you shoot for, estimates are what you bet on. Keeping them separate in your head — and in your plan — can help avoid painful surprises down the road.
(…) Underestimating costs. This is usually the biggie. “Assume that everything will cost twice as much and take twice as long” may be cliche, but it’s always been wise and healthy advice. Running out of cash is, of course, among the top reasons businesses fail, and underestimating expenses is one of the top reasons they run out of cash.