Planning industry define their plan and objectives by considering employees benefit, higher profit, higher return on assets. Their planning processes contribute more too high performance than does the extent of planning. Sometime external environment restrictions allow manager to change in planning. They have two types of planning. One is strategic planning another one is tactical planning. Strategic planning It's their long term planning, wide and overall objectives. Their objective is to connect with people and ensure quality foods for the people for the country. They started their journey with this strategic plan and it's gone beyond five years. They always produce healthy product and reach to people considering the quality. VC and MD always think about a plan. Then they call senior DM, AGM, and GM. Then they shared the plan with then. After confirmation they execute the plan. Sometime they face some problem to execute their plan. Then they change their mind to complete their goal. There always some political instability, customer dissatisfaction, price up down problem. So they sometime change their plan to cope up with these issues. Operational Plan ap. In their corporate office their have many BFBL is now the successful part departments. There is finance department, bulk and sales department, marketing and designing department, HR department, IT department, branding department, supply chain department. All bank related activities and bill clearance will be done by finance department. Bulk and sales department will handle total sales. They will take the order from customer and process the order to factory to distribute them. There is also territory manager who will also take the order and forward the order to bulk and sales. There will be product promoters to help territory manager. The branding department will do all the outdoor branding, maintain PR. All transportation system and dealing with vendor will be controlled by supply chain department. So all their operational plan is distributed to different department. Most of the plan of bashundhara group executed by meeting. AGM, GM, SENIOR GM, DGM all are free to think about any plan for company betterment. If AGM find any better way about Taking Ownership, Being Pro-Active Recently, I shared a note on post-mortem for Westlake. This section relates to such "dropping the ball" or "missing things in plain sight". There is a tendency to get into the 9 to 5 mode of work. By this, I mean they start the 'day's thinking' only at 9 and end thinking at 5. Many will travel through life with such a disposition. Some are not made that way, and some prefer not to remain that way. The will reflect on their roles and responsibilities from afar, especially when they are not at work. That is when one is best able to see things differently. Those who are entrepreneurial may even lose sleep over such things. Some will even dream them - that is a form of hunger in some that we talk about and wish to bring into out teams. Of course, such people also have personal lives too, and active ones at that, because they are agile and are able to prioritize multifarious tasks, both at home and at the office. Guidance to Newcomers We had initiated SOPs decades ago, and PFCs more recently, to ensure that all teams members are on the same page and all team have their roles clearly defined. These can help newcomers to better understand what the HOD, and their more experienced team members, are instructing them to do. But SOPS alone make a newcomer become a performing team member. Newcomers need constant guidance and oversight, they should not have to fend for themselves too long with just the SOPs and PFC's as guides. Lack of Transparency It is commendable that some HOD are possessive about their respective department and want to protect their team members. That said, there is an inherent danger in being too possessive while not being aligned to the overall company's interest. To achieve TQM, management is required to cross-cut, and HODS should not scare their junior members into withholding information from management when there is a cross cutting initiative. Junior team members should be clearly instructed, in front of other team members, and encouraged by their HODS to speak up. They should feel okay to point out things that, in their opinion, could adversely affect team performance and, therefore, the company. Tenureship and Entitlement As a company, Bay looks after its people well, provides an enable environment to work and to grow. Some have used what we have to offer and exit early without fulfilling commitments - written, implied or spoken. Others stay back and are considered more 'loyal'. 21 09 14 Institutionalization, Observations for HODs.docx Page 1 of 2 Loyalty is a part of the Integrity we talk about, and admire, something we look for when we welcome new members into team Bay. With loyalty comes long tenures, and with a long tenure comes familiarity and comfort, and a sense of entitlement too. These are okay in small measures, but we all need to re-visit these when the company's position is in danger of slipping, or worse. At that point, change should be embraced. Change Management