I don’t believe in conventional business plans. They don’t work as we think, they often are misinterpreted. Also, they only serve to dazzle, bore and show the ability to meet expectations. If I want the real truth about a business (or opportunity of it) and where it is heading, it is better to look elsewhere than in the usual business plan. To this day, with what I know, with what I have learned and with what we develop in Innconformists, I would construct what I call the disruptive business plan that would divide into six sections:
1. Authentic perspective.
2. Intentions and objectives.
3. Plan of options.
5. Economic magnitudes.
6. Positive impact.
Let’s go in-depth.
The disruptive business plan
The 6 vital components explained:
1. Authentic Perspective
The authentic perspective section describes the world as it is. Count the market you enter. The needs that exist. There are competitors out there. Technological standards. How others have done things right. The more specific, the better. The more field work, the better, the more visceral the stories are, the better. The purpose of this section is to make it clear that the lenses you see the world with are the right ones. That is to sit that your assumptions fit. This article is not partial; it does not take any position. It is neutral. And it just defines how things are.
Authentic perspective is tied to truth and can be as long as you need to explain it. It can include excel sheets, market share, historical trends and anything else you need to know about how this particular world works.
2. Intentions and objectives
This section is our opportunity to describe how you are going to change things. We will do “this,” and then “that” will happen. We will construct X with ____ budget in “this” time. And we will present the product “X” to the market, and then the potentials will respond by taking “this” action.
This is the heart of a disruptive business plan. The only reason to launch a project is to change things, even a little. I want to know how you’re going to do it.
3. Plan of options
Of course, section # 2 will not be perfect. You will make correct assumptions and assumptions that won’t fit with what happens out there. You will not hit the budgets, you will miss deadlines, and you will not reach the sales targets. So this section of the plan of options will help you define what will happen if that happens. How flexible are your team and service? If your intentions and objectives haven’t met, is it the end of the business?
“People” is a section that highlights the critical element, people …
- Who is your team?
- Who will join your team?
- What advisers and experts support it?
“Who” does not mean their curriculum, “who” means their skills, domains, attitudes, and results in what they have done and achieved.
5. Economic magnitudes
The penultimate section is about money.
- How much do you need?
- How and in what are you going to invest it?
- What does cash flow look like?
- Profit and loss.
- Balance sheets.
- Exit strategies.
As you know, this point is decisive in a business plan.
6. Positive impact
And the last section is linked to point # 2; you are going to create.
To end the disruptive business plan
Investors, banks, managers, and institutions will not resonate much with this format, but I bet it will help your team to solve the most complicated aspects.
Photo credit: Stand OUT Program Valencia.