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Planning is immediate. It is carried out to determine what must be accomplished now! - this week, this month, or this year so that the organisation will be in a positive situation next month or next year or five years hence. 

'Sense - Respond'  not  'Control - Manage'

Our ability to accelerate results is built on a shift away from 'control-manage' towards 'sense-respond'. The process remains, monitoring results against the plan, taking immediate corrective action as necessary, and defining, supporting and rewarding employees’ performance against the plan.


Planning and response is not concerned with future decisions but with the future impact of present decisions. It is not intended to eliminate risk but to ensure that the right risks are taken at the right time.



The plan is complete and senses are in place. Now is the time to harness resources, with the most commonly ignored being people.

Allocating people to execute the plan is achieved through the process of organisation and structure.

It should be noted in passing that only after the plan is complete do we consider the structure - not the other way round.

Organisations go through stages of evolution as the plan is implemented. The on-going goal is:

  1. To concentrate resources on achieving the critical objectives identified in the plan

  2. To maintain key values

  3. To clarify responsibilities and the decision making process

  4. To develop people

  5. To implement sense-respond

The last point is critical. Without sense-respond, the plan has a relatively low likelihood of success. Sense is achieved through measurement. With ICE measurement, Trana provides new levels of organisational transparency. The goal is to make traditional control motivational, not restrictive.

A plan
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