MANAGEMENT

GUIDE:

YOUR ANNUAL

PLAN REVIEW

MANA GEMENT GUIDE: Y OUR ANNU AL PLAN REVIEW

It’s the end of the year, and yo ur or ganization is pr epar ing to launch into the year ahead at full speed. Y ou’r e r eady to p ut your best foot forwar d and mak e this year the best one yet, but ho w does all t his ﬁt into your annual pl an?

Has your organizational structure evolved in the las t year in a way that you r annual pla n didn’t accou nt fo r? Has your target market shifted or are you rebranding?

Did you fall below targe ts due to fa ctor s outs ide of yo ur c ontrol?

Did your revenue skyrocket far past what you expected?

Has your strategic framework chang ed enti rel y?

It is lik ely that your organization has e xpe rienced shifts or changes in the past year, perhaps in ways you didn’t anticipate. If this is the case, annual planning offers the perfect opportunity to tak e stock of these changes and align your plans accordingly. An annual plan that doesn’t r e fle ct your organization’s curr ent r ealities—whether in performance, priorities , or dir ection—can cr eate significant challenges in achie ving your goals and driving success at a high le vel. For years, ClearPoint has helped or ganizations cr aft and manage their annual plans with pr ecision and purpose, and we ’ve seen firsthand the negative impact of misaligned or outdated plans. Entering a ne w year pr o vides a chance to r e calibr ate. Use this time to e valuate your annual plan, adjust it to address new r ealities , ide ntify the ripp le effects those adjustments may have across your organization, and communicate the se changes effectively to your division, department, or team. When e veryone is aligned and working towar d clearly defined obje ctiv es, your organization is far mor e lik e ly to achie ve its goals and r ealize sustained success.

INTRODUCTION

At the end of each section we’ve included a che cklist to help your organizat ion account for each step in the annual plan r e vie w . Ther e is also a quick r efer en ce guide with all of the templates and checklists on the last fe w pages.

Thr ough out each chapter you will ﬁnd management r eporting bes t pr actices in an or ange box.

MANA GEMENT GUIDE: Y OUR ANNU AL PLAN REVIEW

I

As your organization pr e par es to enter a ne w year, annual planning should be your first priority . This pr ocess goes be yond r e vie wing your o ver ar ching mission, vision, and values; it r equir es a closer look at the specific elements of your annual plan, including objectives, key performance indicators (KPIs), and initiatives that guide your day-to-day efforts. The annual planning period is the ideal time to focus on these details, ensuring that your plan aligns with your organization ’s curr ent priorities and goals. If you put the time and energy into r e vie wing your strategy no w , it will save you and the r est of your or ganization significant time, energy , and r e sour ces in the long run.

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

CHAPTER 1: ANNU

AL PLAN

REVIEW AND REFRESH

Step 1: Review The Big Picture

Feeling o verwhelmed with your annual plan r e vie w? Y ou’r e not alone, but it doesn’t have to be as challenging you might think. Our advice? Start by asking, “Is our overall plan still r ele vant?” This should be , r equiring a simple yes or no answer that typically leans to war ds yes. For instance, when assessing the pr ogr ess of your one-year oper ational plan launched last year, begin by e xamining company’ s mission statement. Has there been any e volution in your purpose as a company? While changes may have occurr ed, usually the mission r emains constant. It’ s crucial that e very aspect of your oper ational plan aligns with your cor e mission. If ther e have been shifts in your mission, ensur e that these ar e incorpor ated into your annual plan. For e xample, if a technology company lik e ClearPoint Str ategy plans to e xpand its ser vices, it’s essential to r ee valuate its mission during the annual revie w .

Ne xt, look at your organization ’s vision. This aspect of your high -l e vel st r ategy paints a pictur e of wher e you want to be in the futur e, or, for this e xample, wher e you want to be ﬁve year s do wn the line. To k eep your annual plan is on tr ack, mak e sur e your vision is feasible, base d on ambitious b ut achie vable tar gets that will inspir e and energize in dividuals at all le vels of the organi zation. If you ar e a healthcar e organ ization, your vision co uld be disrupted by a major br eakthr oug h in science or techn ology . Finally, addr ess your values. What do you stand for as an or gani zation? Has this chan ged in the past year? The answer is often no , but if your values have indeed shifted, be sur e that this shift is captur ed in your annual plan for th e years to come. Sometimes we see a shift in values as a r esult of some crisis that the organizati on or industry has gone thr ough, lik e a r ecogn ition of ne w global manufacturing s tandar ds, envir onmental impact, etc.

As a r eminder, it is important to ensur e that your annual plan is closely linked to your o ver all str ate gic p lan. Wher e you ar e in your o ver all str ateg ic plan may impact ho w you adjust the annual plan at the ne xt r ollo ver. If you ar e at year two of a ﬁve-year strategic pl an, your pr ocess should be d iﬀ er ent than if you ar e enterin g year ﬁve of a ﬁve-year plan. If you ar e at year two, you ar e still in the e arly s tages, so making tweaks and changes is to be e xpected. If you ar e entering into year ﬁve, tweaks and ch anges should be less signiﬁcan t, although the y may still be pr esent. If you ar e in the ﬁnal stages of your plan but have not updated it for quite some time, it’s likel y tha t som e element s wil l nee d to b e updated o r adjuste d base d o n you r curren t performanc e versu s you r original expectations . At thi s point , yo u ma y eve n fin d i t necessar y t o ad d ne w objectives , KPIs , or initiatives tha t wer e no t initiall y par t o f th e pla n bu t hav e becom e importan t to trac k an d repor t on .

Where are you in your overall strategic plan?

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

FACTORS TH AT AFFE CT A STRATEGIC PLAN

If you need to make drastic changes to your plan

, it could be because

of factors within or outside of your org

anizat

ion. In

ternal factor

s that

could affect your plan include organizational

rest

ruct

uring such as

mergers and acquisitio

ns, or t

he unexpected success or

failure of a

new product or pr

ocess.

We have also seen external factors significantly affect annual

p

lans.

Some of these f

actors includ

e:

Of course this all depends on the purpose of your org

anizat

ion

, but

more often than not these are the fi

ve

main areas that

could make an

impact on your high-level

strateg

y.

1. Economic—such as a recession.

2. Environmental—such as a natural disaster.

3. Competitive—such as a competitor releasing a

revolutionary new prod

uct.

4. Political—such as the government

taking over studen

t

lending.

5. Technological—such as a revolutionary breakt

hrough

in medical technology

.

CHAPTER 1: PRESERVING INFORMATIO N

CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

Activity: Use this Template to Review

Your Vision, Mission, and Values

Elements to update

Current state

How far along are you in your strategic plan?

Factors Affecting affecting your strategy

Changes to be made

VISION

Still Applies

2 out

of 5

years

None at

this

level

Non

e

MISSION

Still Applies

2 out

of 5

years

None at

this level

None

VALUES

Still Applies

2 out

of 5

years

Several new

competitors

More

emphasis

on customer

service

Checklist

Revie w mission. Review vision. Review values. Review internal and externa l f act ors.

Objectives

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

Step 2: Review Details Of The Plan Itself

Once you have r e vie we d your big pictur e str ategy , it’s time to get do wn to the details. While evaluating your o ver ar ching str ategic plan is important, it doesn’t mean much if you don ’t also r e vie w the specific components of your annual plan—such as objectives, KPIs, and initiatives. Conducting a detailed re vie w of these elements and assessing ho w the y align with your organization’s curr ent priorities and performance will ensur e that the metrics and actions in your annual plan ar e both r ealistic and r ele vant. This pr ocess helps k ee p your plan gr ounded in r eality and aligned with your br oader str ategic goals, setting your or ganization up for success in the year ahead.

Start with your objectives. At the annual r ollo ver you sho uld be asking, “Do our objectives st ill captur e our high-le vel goals as an or ganization?” The changes that you mak e to yo ur objectives could be as small as a wor d change (for e xample, chan ging the wor d “customer” to “client”), or the y could be as drastic as remo ving an e ntir e objective and r eplacing it wit h one focused on a completely diﬀerent ar e a of your o r ganization. Rat her than r elying on your gut, for ce yourself to look acr oss various f actors and components of yo ur organizati onal model to determine wher e objectives need to be adjusted. If you need inspir ati on, many organizations use P orte r’s Five For ces analysis as a starting point. The ﬁve for ces to consider when e v alua ting your annual plan include competiti on within your industry , the thr eat of new entr ant s to your industry , the po wer of suppliers , the po wer of your customers, and ﬁn ally the thr eat of substituti ons to be used in place of your pr oduct s or services. When looki ng at these ﬁve fo r ces, consider what has changed o ver the past year in those areas that r elate dir ec tly to your high-le vel go als. Do your objectives still app r opriately addr ess each of the for ces in a realistic and r ele va nt way? Is e verything c aptur ed? Ar e you o verlooki ng any aspect of the ﬁve ar eas? Lookin g ahead to the upcoming year, do your objectives still align with your high-le vel goals in the same way as l ast year?

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

Each objective should be e valuated with one of four potential outcomes in mind. The first option is to leave the objective as is; if it r emains valid and accurately r eflects your goals, no changes ar e ne cessary . The second and thir d options involve making adjustments—either minor tweaks or significant changes—depending on ho w much your organization has evolved and ho w well the objective aligns with curr ent pr ioritie s. The final option is to r emo ve the objective entir ely if it is no longer r ele vant or necessary to tr ack. While reaching a consensus as an or ganization on which objectives to adjust or retain may require time and effort, e ns ur ing that your objectives align with your over ar ching goals will str eamline manage me nt and tr acking. This sets the stage for mor e effective implementation as you mo ve into the ne w year.

Activity: Use this checklist

to

review the factors influencing

your annual plan refresh and

to track what changes you need

to make to your objectives. List your objectives in the left

column and, together with your leadersh

ip team, validate the

objective or suggest changes. Once finished, review

and make

final adjustments to your plan.

Five Forces

Changes that could impact y our current strategy

Competition

New Entrants

Suppliers

Customers

Substitution

s

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

Objectives

Validate

Owner

Changes

Increase Shareholder Value

✓

AF

Grow Number

of Locatio

ns

X

AF

We are changing ownership

of this objective as we’v

e

hired new employees

specific to this g

o

al.

High Employee Ownership

✓

AH

Ne xt, focus on your measur es. Just lik e your objectives, use the annual plan review to e va luate if the meas ur es you had in place the pr e vious year st ill make sense going forwar d based on whe r e your organization is to day . Given that you may have changed some objectives or goals entir ely , ther e will be the op portunity to adjust your measur es accor dingly . We have seen many changes during the adjustment pr ocess for me asur es. The ﬁrst is that you leave the measure alone if no changes need to be made. The second is that you alter the targe t of your meas ur e, either makin g it higher or lo wer depending on yo ur performance in the last year (see call-out bo x). The thir d option is to change the formula for yo ur measure, if you decide to start measuring in a diﬀerent way altogether. The last option is to r emo ve the measur e if you come to the conclusio n that it is no longer rele vant or necess ary to tr ack. T yp ically these changes will be made by the leadership r espon sible for your organization’ s annual plan, an d we sugg es t that a half-day meeting at minimum be dedicated to this process. If you’d lik e to tak e th is a step further—and many or ganizations do—scheduling an oﬀ-site meeting can be beneﬁci al as well . The measur e change template belo w is a gr eat place to start when asses sing your measur es.

Measures and Targets

SETTING TARGETS

When reviewing your annual plan, it’s im

portant to ensure that

the

targets for your measures align with your long-t

erm

goals and reflect

the realities of your current environment. For example, if your

organization operates within a five-year strategic plan, your annual

targets should align with the broader milestones set for each

year of

that plan, ensuring

steady progress toward your

ult

imate objectives.

So why does this matter? During the annual

plan review,

you’ll need

to assess whether the assumptions underpinning your targets

remain

valid or have shifted over the past year. For instance, if you initially

set

ambitious financial targets but are now facing an economic

downturn,

those targets

may need to be adjusted to remain realistic and

attainable. By recalibrating your annual targets during the rev

iew, y

ou

ensure that your plan remains relevant and actionable, setting a

solid

foundation f

or the year ahead.

CHAPTER 1: PRESERVING INFORMATIO N

CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

Activity: Similar to

your objecti

ves, track your changes,

including any changes to your targets, that you need to

make

for your mea

sures. Check with the measure owners and

leadership team to make sure everyone is on the same page.

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

Now that you have addr essed both your objec tive s and measur es, it’s time to focus on your initiatives as part of your annual plan r e vie w . What initiatives will you prioritize in the upcoming year? Which initiatives can be r etir ed, and which will you continue to tr ack and r eport on after the annual r efr esh? In this conte xt, initiatives r efer to the long-term pr ojects your or ganization is managing—typically supported by business plans, budgets, and allocated r esour ces. These key pr ojects will ine vitably e volve year o ver ye ar. One crucial piece of advice: if an initiative cannot be dir ectly tied to one of your objectives, it lik ely doesn ’t need to be part of your annual plan. At ClearPoint, we str ongly advocate for str ategic alignment and have seen how much more successful or ganizations are when e very element of their plan—objectives, measur es, and initiatives—is fully integr ated and dir ectly link ed to organizational goals. Ensuring this alignment during your annual plan r e vie w sets your or ganization up for gr eater success in the year ahead.

Initiatives

Measures

Validate Owner C hanges

Revenue

✓

AF

# Customer Complai

nts

X

JW

Break this down into

severity of complaint

Average Wage

X

AH

Show overall for company

and by level in the

organizatio

n

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

It’s important to remember that your initiatives differ slightly fr om other elements of your annual plan due to the unique influence of one critical factor: your budget. Changes in your budget—whether incr eases or decr eases—can significantly impact your ability to e x ecute p r ojects, potentially enabling you to tak e on mor e initiatives or r equiring you to scale back. When r e vie wing your initiatives during your annual plan r e vie w , ther e ar e four possible outcomes to consider. The first, and most common, is to leave an initiative as is. If the initiative aligns with your objectives and r emains r ele vant, you can continue to tr ack and r eport on it without making any changes. The second option is to adjust the goals of the initiative, similar to r e vising a business plan. For instance, if it’s a capital pr oject, ne w d esign consider ations or solutions may emer ge, or shifts in your str ategy might necessitate changes to the initiative’ s objectives. The thir d option involves adjusting specific details of the initiative, such as budgets, timelines, or milestones, often due to unfor eseen changes in performance or e xternal factors. Finally , the fourth option is to stop or start an initiative. This may mean removing an outdated project or add ing a ne w initiative to r eflect shifting priorities or ne w opportunities. By car efully e valuating your initiatives during the annual plan r e vie w , you ensur e that the y r emain aligned with your objectives and ar e feasible within your budget, setting the stage for effective e x ecution in the upcoming year.

Initiatives

Validate Owner C hanges

Create new employee training

X

AH

Completed and new

train-

ing program is in plac

e, re-

moving from

strateg

ic plan

Create new strategy

resources

for customers

✓

AF

Increase social media

presence

✓

AH

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

Step 3: Improve Your Reports

Reporting is a critical aspect of annual plan management. Most organizations create monthly, quarter ly , and annual r eports tailor ed to different audiences, such as divisions, executive s, and boar ds or councils. The annual plan review is the perfect op portunity to ens ur e your r eports meet the needs of these audiences. Use this time to update repor ts with new content fr om your annual r e vie w and gather fe edback fr om r ecipients to identify what information is most useful and what might be o verlook ed. This is also an e x cellent time to r e visit and r efine your r eporting pr ocess. Start by addr essing the basics. Re vie w your r eports and update them with any changes made to your objectives, KPIs, and initiatives during the annual re vie w pr oc ess. Be sur e to adjust targets, o wnership, and other key details as needed. If you’r e using ClearPoint or similar r eporting softwar e, much of this can be automated, as updates to your plan will flo w dir ectly into your r eports, saving you time and effort. Next, consider the bigger picture. Take this op portunity to impr o ve your over all r epor ting str ategy by r e vie wing your organization ’s r eporting calendar.

Activity: Time to update your init

iatives! Use this template

to record your changes.

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

Ar e r eports being gener ated and shar ed on time? How frequently are you mee ting ? Quarte rly ? Monthly ?

Is all the informa tion that you p rep are use d in the meet ings?

Are the meetings effec tive ?

What type s of qu esti ons do you ge t after each report and meeting ? Can that i nfor matio n go into the rep orts ?

Who is doing the prepa rati on, and what does this process look li k e ?

Are people reviewing the detailed i nf orma t ion or just t he summa ry inf orma tion?

How much time do you spe nd p reparing for each mee ting?

What about the general rep ort s truc ture? Does it l ook l ike 1989 or 2021 r eport? Sometimes the way a r eport is presented could mak e a differ ence.

Then look at the contents of the reports and ask a fe w mor e ques tions:

IS YOU R PROCESS AUTOMATED?

If there is a more efficient

or automated way of

carrying

out this process

,

and you can

somehow automatically generate your rep

orts, y

ou sh

ould

be taking advantage of t

his.

We’ve worked with organization

s

to automate their process and

save

75% of the time it takes to create their reports

. Cl

earPoint is not the

only solution, but we

do enco

urage you to take advantage of some sort

of management reporting software to help you g

et

the job don

e more

effectively and efficient

ly.

If you’re interested in talking with one of our experts to see

if

ClearPoint is

the right option to automate your

process, request a demo.

Ask a fe w questions lik e:

CHAPTER 1: PRESERVING INFORMATIO N

CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

When looking at the r ep orting pr ocess you sho uld also consider ho w it is documented, and whether or not it is run with ﬁdelity . Be smart, and ensur e you always have people to act as backups who c an get the job done if one person leaves or is sick. If you ar e relying on one or two pe opl e to manage and carry out the entir e r eporting pr ocess, you will have nobody on deck to pick up the pieces when necessary , which wil l ultimately lead to your entir e pr ocess fall ing apart. To avoid this, mak e sur e your organization is set up in a way that, if f or some r eason you lost your r eporting team, your organization c ould function without s kipping a beat when it comes to e x ecuting your annual plan.

Step 4: Communicate Changes To Your Organization

Y ou’ve completed your annual plan r e vie w and updated your plan. No w what? It’s time to focus on creating organizational buy-in! Just beca us e you and your team understand and support the updated annual plan doesn ’t mean the r est of your organization or division has fully embraced thes e changes. The ne xt step is to effectively communicate the updates and their implications to the broader organization. Ensur ing that e veryone is aligned with the updated annual plan will help k eep your team on tr ack and working cohesive ly towar d your objectives. This alignment not only impr o ves e x ecution but also brings your organization closer to achie ving its high-level goals . Clear communication and collabor ation ar e key to turning your r e vie wed annual plan into a blueprint for success.

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CHAPTER 1: ANNUAL PLAN REVIEW AND REFRESH

Ther e ar e se ver al ways to effectively communicate updates fr om your annual plan r e vie w , and the best appr oach will depend on your organization ’s structur e and cultur e. One of our clients, a large financial or ganization based in Ne w Y ork, demonstr ated that communication is the key to success when r olling out updates to their plan. After re vie wing and r efr eshing their annual plan, the y kne w alignment acr oss all le vels of the or ganization was essential to achie ving their goals. Their first priority was gaining support for the updated plan and ensuring it was understood organization-wid e. To achieve this, they impleme nte d a multi-channel communication str ategy , using videos, pr ogr ess r eports, br ochur es, posters, and their internal corporate social network to share upda te s. Ke y stak eholders wer e pr o vided with discussion guides to foster ongoing conversations about the plan. Additionally , the y distributed journals to e very emplo yee featuring the organization ’s updated corpor ate str ategy map inside the co ver, k eeping the plan top of mind. To celebrate the r ollout of the r efr eshed plan, the y even imprinted their strategy map onto a cak e , mak ing it a memor able e vent. This integr ated appr oach ensur ed that updates to the annual plan wer e not just communicated but also embr aced as part of the or ganization’s cor e cultur e. Communication is often the most o verlook ed step in the plan r e vie w pr ocess, but as this e xample illustr ates, it is critical for cr eating buy- in and momentum to e x ecute your updated plan effectively .

Checklist

Re vie w objectives. Revie w measures & targets. Revie w i nitiatives. Update report s. Communicate chan ges .

As you finalize updates to your annual plan for the upcoming year, it’s essential to determine ho w to manage your curr ent plan for the r e mainder of the fiscal year. Should you continue tr acking curr ent measur es until the ne w plan tak es effect? The answer varies, but we can share bes t p r actices fr om clients who e x cel at annual r ollo vers. One client, a large western utility, has str e amline d their pr ocess to manage this tr ansition smoothly . With o ver 10,000 emplo yees and multiple divisions, the y r ely on a Pr ocess Re engineering Team (PRT) to o versee planning and act as a liaison acr oss departments. The PRT uses a standar dized template distributed at year -end to captur e updates for the upcoming year while ensuring the curr ent year’ s measur es ar e tr ack ed and r eported. This organized appr oach allows the utility to effe ctively close out the curr ent plan while pr eparing for the ne xt, ensuring alignment and momentum during the annual r ollo ver. It’s a model any or ganization can adapt for success.

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CHAPTER 2: MANA GING Y OUR ANNU AL PLANS SIMUL TANEOUSLY

CHAPTER 2:

MANAGING

YOUR CURRENT AND

UPCOMING ANNUAL

PLANS SIMULTANEOUSLY

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CHAPTER 2: MANA GING Y OUR ANNU AL PLANS SIMUL TANEOUSLY

The template, a simple Ex cel file, helps departments e valuate their annual plan by detailing elements such as measur e de scriptions, comparisons, evaluations, and whether the y should be enter e d into Clea rPoint. Measures may be r e tir ed, adjusted, or left unchanged, with r etir ed measur es ar chived for futur e r efer ence. Once updates ar e finalized, r epor ts and briefing books ar e adjusted to r eflect the upcoming year’ s plan. This structur ed appr oach ensur es efficient management of the curr ent and futur e plans, a method that works well for organizations of all sizes. For instance, the utility r eports on all current-year measur es thr ough the ye ar’s final month, e ven if changes ar e planned for the ne xt year, ensuring consistency for stable business models.

If your organization ’s priorities ar e shifting significantly , you might need to stop r eporting on certain measur es b efor e year-end. The key is to adopt an organized r ollo ver pr ocess to e valuate and adjust your plan effectively , setting the stage for success in the year ahead.

Example Template:

We kno w the annual plan r e vie w p r ocess can be challenging for many organizations. Our hope is that this guide helps mak e your annual r e vie w at the end of each fiscal year not only str eamlined and str aightforwar d but also thor ough and effective. Remember, we ’r e her e to partner with you thr oughout this pr ocess. Whether you need someone to bounce ideas off or r equir e mor e hands-on guidance, we’ r e r eady to support you. With years of e xperience, we ’ve seen what works and what doesn’t. Our clients have conducted thousands of annual plan r e vie ws, and we ’ve helped them stay focused on their goals and str ategies. Don’t be intimidated by the annual plan r e vie w pr ocess! Embr ace it, and feel fr ee to turn to us for assistance along the way . Reach out to us anytime at support@clearpointstr ategy .com with questions or feedback. Thank you for choosing ClearPoint, and best of luck with your annual planning journe y!

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C ONCLUSION

CONCLU

SION

REVIEW VISION, MISSION, AND VALUES:

EVALUATE IN TERN AL AND EXTERNAL FACTORS:

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QUICK REFERENCE GUIDE

Elements to update

Current state

How far along are you in your strategic plan?

Factors affecting your strategy

Changes

Five Forces

Changes that could impact y our annual plan

Competition

New Entrants

Suppliers

Customers

Substitution

s

REVIEW OBJECTIVES :

REVIEW MEASURES:

CHAPTER 1: PRESERVING INFORMATIO N

QUICK REFERENCE GUIDE

Objectives

Validate Owner C hanges

Measures

Validate Owner C hanges

Initatives

Validate Owner C hanges

REVIEW INITIATIVES:

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QUICK REFERENCE GUIDE

Update r eporting calendar. Remo ve unneeded information fr om repo rts. Add ne w information to r epor ts . Update structur e of r eports.

Decide what changes need to be communicated to whom. Cr eate communication material s. Distribute materi als and mak e yourself available to answer questi ons.

UPDATE REPORTS:

COMMUNICATE CHANGES ACROS S THE ORGANIZATION: