No-Nonsense Planning No-Nonsense Planning
By Richard S. Sloma
2000/01 - Beard Books
1893122638 - Paperback - Reprint -  188 pp.

This effective book emphasizes the importance of timely and practical planning as a tool for making money and never as an end in itself.

Publisher Comments

Category: Banking & Finance

This title is part of the Smart Management list.

Of Interest:

Getting It to the Bottom Line: Management by Incremental Gains

Learning Leadership: The Abuse of Power in Organizations

No-Nonsense Management: A General Manager's Primer

The Managerial Mystique: Restoring Leadership in Business

This easily readable handbook provides insights into the mentality required for effective, successful business planning through realistic, readily adaptable maxims. In 20 concise, brisk chapters Sloma describes the most powerful principles of dynamic planning with specific planning steps whether starting up a new business, introducing a new product, or "selling" an idea up the chain of command.

No book review available

RICHARD S. SLOMA is an attorney and internationally acclaimed lecturer.

Twenty-eight years of hands-on management experience as a Board Member, Chairman, CEO and COO of several companies. Hold a J.D. from DePaul University and an MBA from the University of Chicago. He is the author of a number of other books on good business practices: No-Nonsense Management, No-Nonsense Planning, How to Measure Managerial Performance and Getting it to the Bottom Line

Other Beard Books by Richard S. Sloma

Part I. The Twenty Basic Principles of Planning 1
Principle 1. Recognized Planning for What It Is---and Is Not 3
Principle 2. Go for the Jugular! 8
Principle 3. Knock It Apart---Then Put it Back Together 11
Principle 4. Always Plan with Events, Never with Processes 13
Principle 5. Focus on the Increment of Change 15
Principle 6. Always Plan for Failure 17
Principle 7. Planning Ensures Execution 20
Principle 8. Plan Only That to Which the Owners Are Favorably Disposed 22
Principle 9. Never Plan "Small" Enterprises 24
Principle 10. Plans are Self-Fulfilling Prophecies 26
Principle 11. The Smaller the Planned Steps, the Better 28
Principle 12. Relevant Approximations Are Better than Inconsequential Minute Measurements 30
Principle 13. Master the Planning Process Modules 32
Principle 14. Don't Set Objectives That Can't Be Monitored 35
Principle 15. Planning Gets Time on Your Side 37
Principle 16. Planning Makes You Effective---which is Better than Merely Efficient 39
Principle 17. Plans Identify Events, People Make Them Happen  41
Principle 18. Decide to Plan---Because the Plan Is the Decision 43
Principle 19. Planning is Not Forecasting 45
Principle 20. Plan Organization with Competence Quanta 47
Part II.  Planning and Organizational Power 51
Section A.  The Nature of Organizational Power 53
A Personal Matter 54
Credibility 56
Getting approval of the Plan: A Preview 58
To Persuade or to Convince? 60
"Up-Power" and "Down-Power" 63
Plan = Knowledge = Power 67
Avoiding  a "Veto" 69
The Carrot and the Stick 70
Section B. The Eight Ways in which Planning Enhances Organizational Power 76
Part III.  How to Plan a Business Start-Up: Just Thirty Nine Steps to Success! 79
Section A. Planning Procedure Overview 81
Section B. Detailed Planning Steps 88
Part IV. How to Plan an Ongoing Business 103
Section A. Preparing the Plan 105
Section B. Evaluating the Plan 117
Part V. How to Plan a New Product 131
Section A. The Financial Plan 133
Section B. The Technical Plan 143
Part VI. How to Sell Your Plan: The Human "PERT Chart" 149
Section A. The "Approval Chain" 151
Section B. The Approval/"Hot Button" Table 155
Section C. The Veto Defense Index Table 159
Section D. Negotiation (or Navigation) 162
Index 169



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