1. "Generally, I organize my work by using a combination of annual planning combined with a quarterly review process. Most of my overall planning takes place in " September as part of the annual budget review process. At that time, I do a total review of each of my functional areas of responsibility with a view toward identifying improvement opportunities. To reach of these functional areas, I will typically identify between four to six opportunities for improvement. I then prioritize these on the basis of what I believe are those opportunities that will most contribute to the company's strategic objectives.

At this point, I talk with my key internal customers to get their input on what they feel would be most helpful to them in accomplishing their goals and objectives.
Armed with this information, I then ask for a meeting with my boss and present my findings and recommendations to him. After some discussion, we jointly agree on what the final objectives and goals for the year will be. This is then followed by detailed planning, including the preparation of the necessary budget to support these plans and goals.

Although I review my progress against plan on a monthly basis, I do perform detailed quarterly reviews as well. Because of the dynamics of a fast-growth company such as Anderson Corporation, the quarterly re- views are also used to test the viability of the original objectives. It is not uncommon at this point to cancel one or two of the original objectives in favor of adding one or two that are now more important. This quarterly review keeps us focused on what is really important, and we need to shift our emphasis and priorities accordingly."
 

2. "I think there is a strong relationship between planning and individual success. The planning process tends to bring some structure and order to what you are doing. Without a solid plan, you lack direction and would have a tendency to be activity rather than results-oriented. Planning brings order to the chaos around you, getting you focused on achieving the results that are going to be important to the organization. Achieving these results through orderly planning and execution of your work is what sets high-performing and successful employees apart from those who lack organization and focus. I can 't imagine anyone being successful without also being good at planning."
 

3. "My current business plan is focused on achieving three major objectives this year. The overall goal for the year is a 30 percent reduction in department operating costs. The plan calls for three distinct phases. These are:

i. Reengineer the department to eliminate all nonessential, non-valueadding work, and to identify the key strategic work to be retained. The goal for this phase is a 25 percent reduction in total department work- load-to be completed by April 1st.

ii. Complete a department reorganization to accomplish a 40 percent staff reduction and the alignment of the best available talent against the remaining work. This is scheduled for completion by July 1st.

iii. Identify and negotiate a financially favorable con- tract with an outside resource to whom we can outsource the repetitive, non-valueadding work considered essential to operating success. This plus the 40 percent staffing reduction are to be in place by September 30th.

So far, we are right on target with both the objectives and deadline dates. I fully expect that we will achieve all of our objectives on time, and that we will achieve our goal of 30 percent reduction in department operating expenses.

Although these are my key objectives for the year, I am committed to accomplishing another five or six less critical objectives by end of the year."