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40 FEDA News & Views Preparing for 2015 continued Be completely Set for Success Decades of foodservice industry experience and innovation. Comprehensive glassware, dinnerware, metalware and holloware selection. Libbey Foodservice is uniquely capable to help you build your brand. Let us help complete your tabletop visions with products you can trust, from industry leaders you can rely on. ® © 2014 Libbey Inc. Contempra's gently rounded edges are an artful way to bring modern flair to your tabletops. Visit Libbey.com or scan to view our catalogs. Visit us at NAFEM booth #4837 important aspect of planning. Each identified business priority should have a team assigned to it with no more than five or six people in each group. Teams should also be cross- functional in nature, meaning they should include executives/ managers from different departments, and one team member in each group should be selected to be a team leader. They are ultimately responsible for the completion of an assigned priority. It is now the responsibility of the teams and their respective leaders to create a "map" outlining what has to be done, by whom (or department) and when it will be completed. The map should also state what kind of resources will be required to complete the business priority, and what level of authority or decision making the team will need to accomplish its goals. As mentioned earlier in this article, the key is that someone (normally the president and/or CEO of the organization) needs to hold every team and its corresponding leader accountable for what they said would get done and within the established time fences. It's a Marathon Not a Race Effective planning should not be considered an event but rather an ongoing, continuous process that must be constantly monitored. On a monthly basis, the entire planning team should meet for a period of time to review the progress that the company is making. Specifically, monthly meetings should be designed to discuss, among other things, the external operating environment of the organization, the internal oper- ating environment of the company, the company's mission and vision (are they still relevant), the company's core values (are we living up to the values that we have published), the competitive environment, and most importantly, how is the organization progressing on its key business priorities. These are the things that matter most to an organization, and these are the things that matter most to employees. Does all of this sound too complicated and overwhelming for you? It shouldn't. In fact, it is a very simple and basic procedure that makes good business sense. The most successful companies in America, in and out of the foodservice industry, employ planning and implementation systems similar to what I have just described. If they can do it, then surely you can as well. About the Author Douglas K. Fryett is the president of the Fryett Consulting Group, a management consulting firm specializing in strategy development & execution, market research, and leadership development for companies from all segments in the foodservice industry. Doug is the author of "An Introduction to the Foodservice Industry" as well as numerous articles published in various trade journals and magazines. For more information on how effective planning and implementation can work for your organization, contact him by phone (318- 865-2611) or e-mail at dfryett@fryettcg.com.