How can you lead through change in Operational Planning?

As a military operational planner at the operational level of warfare you must translate strategic/political guidance into tactical guidance to harmonize tactical missions that when executed in the area of operations they achieve the desired end state. Since no plan survives first contact then you need plan and employ decision point tactics (DPT)to create a position of advantage and thus achieve the mission end state. While operational planning deals with data and information it is the human dimension which is the critical data points not the terrain, equipment, supplies or processes. For it is the human that must decide and then execute at the decision point.

Leading through change in operational planning involves several key steps : 1. Clear Communication 2. Involve the team 3. Set Clear Objectives 4. Provide Training & Support 5. Monitor Progress 6. Lead by example 7. Maintain Morale 8.Celebrate Achievements 9.Evaluate & Learn

An Operational plan needs to be highly-specialised for the business. You should have a fundamental understanding of the organisation’s goals. An Operational plan should cover the core areas of Safety, Security, Business continuity, Statutory compliance, Employee well being, Sustainability and day to day Operational needs.An all inclusive plan will help in securing sufficient funds from management. The Operational plan needs to support your organisation’s ambitions so current and future needs have to be balanced. Make provisions for smart technology investments. Be flexible enough with your plan and have a holistic approach, involve other departments so that you will be better equipped to support the organisation as a facility manager

Empowering, motivating, and bringing your team together are essential steps in the process of leading change in operational planning through effective communication of clear vision and goals. The foundation of this approach is communication. It necessitates multifaceted, open, and consistent avenues of communications. Encourage active participation from your team members and involve them in the planning process. Create a captivating story by including examples from real world and success stories to illustrate the vision and ambitions. Your team will be more equipped to lead the operational planning transformation toward success if you communicate the vision and goals on a regular basis.

Getting buy-in from key teams or members is a critical component of the change management process that can make a project easier or constantly weigh the process down. Unfortunately, it is not always the easiest thing to get buy-in from a team, and despite your best efforts, you may not get them all. That said, ongoing communication, education, building trust and consensus, and a healthy dose of patience can help a leader move a team toward a common understanding and position toward a change project. Operational strategy and emotional intelligence are essential through the process in order to optimize the results of the project and the position of a team post-project.

Effective leaders must possess strong strategic thinking skills that allow them to identify the need for change and develop a clear vision for the future. They should thoroughly analyze the current operational plan, identify areas of improvement, and set goals that align with the organization's overall objectives. This step is crucial to gain buy-in from team members and stakeholders, as a well-thought-out plan provides a foundation for change.

If you're making the right decision, it should be at least a little intuitive for everyone onboard. Much like moving a large, heavy mass, it is vital to make sure everyone is clear on where this is going, and what the pain points are. Focus on those departments/personnel who will experience the hardest shift. Finding a way to give them meaning and value, despite most of their work being crushed in the pivot/change will be vital to retaining them. If you spend the time to identify the pain points, and identify key roles for those most affected, you can turn criticism into confidence (sometimes...) ;)

This I would say is the most important phase of Change management in Operation planning . If close monitoring and course corrections are not made the whole plan could get disrupted. Being too rigid and not allowing minor changes to the original plan could impact the end result . As this is a ongoing process the end state should be a combination on minor adaptations and incorporating the feedbacks on ground .

It is important to monitor and adjust the operational plan as needed. This involves regularly reviewing the progress against the goals and making necessary adjustments based on the changing circumstances. By monitoring the plan and making adjustments, leaders can ensure that the organization remains on track and can respond effectively to any unforeseen challenges.

As the saying goes, no plan survives first contact. And another one, the value isn’t in the plan it’s in the planning. Military missions involve flexibility. The enemy gets a vote and flexibility is survivability. The end result is action with less risk. In business, finding ways to create flexibility within a new initiative reduces risk. For example, a singular purpose built facility risks the underlying demand for that plant no longer being needed. If that risk is low, execute. If not, explore ways to increase flexibility should the facility need to pivot. This isn’t far from an entrepreneurial mindset.

leaders must exhibit empathetic leadership during transitional periods. Recognizing that change can create uncertainty and anxiety, leaders should support their team members by providing reassurance, coaching, and training. Leaders should also celebrate small wins along the way, which can boost motivation and maintain momentum during the change process.

If you put the effort in up front to garner buy in from all key partners in the operational change plan but do nothing to celebrate incremental successes or completion of the plan, then you will be throwing away the opportunity to maintain that buy in for future endeavors. Established goals and milestones for a plan should be recognized. Individual or team contributions that led to advanced timelines or greater margins of success should be called out and rewarded. The next time you are executing on a new plan, you will already have a team ready behind you, rather than a group of sceptics in front of you.

Walk the talk in operational planning is fundamental for successful implementation of the set strategy and reach of goals. The role of manager and leadership by following the rules even when there is comercial and other business pressure that make them skip from the plan I am really interested in that, I master degree in manager and currently I am doing engineering management. Please contact me

As a global operations executive and combat veteran, I've learned the value of adaptability, effective communication, and leadership in challenging situations. In operational planning, just like on the battlefield, adaptability is key. Stay open to change, be ready to adjust strategies based on new information, and encourage your team to do the same. Effective communication is crucial; clearly convey the evolving objectives, allocate resources efficiently, and keep everyone informed. Leadership involves not just setting the direction but also inspiring your team to embrace change, stay engaged, and be productive. Flexibility, communication, and leadership will help your team thrive amidst operational planning changes.

Leading through change in operational planning requires a thorough assessment of the current situation, effective communication of the vision and goals, involvement and empowerment of the team, proactive monitoring and adjustment of the plan, and celebration and sustenance of the change. By employing these strategies, leaders can successfully navigate through change and lead their teams to achieve the desired outcomes.