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If it's not clear what a program is to accomplish, how can you know when it's successful . . . or not? How can you measure return on investment?
This suggests the fourth necessary element in any plan: a formal review, an evaluation process that measures the activities against objectives and goals.
And one last point: Resist the temptation to create a plan by going directly to a list of activities, the budget to conduct the work and a superficial justification for the expenditure. Start with the elements that provide coherence. This approach will also win a much more sympathetic hearing from the CFO and CEO, who review plans and authorize expenditures.
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