Published by:
Harvard Business Publishing
Length: 9 pages
Share a link:
https://casecent.re/p/42044
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
This is an enhanced edition of HBR article 88608, originally published in November/December 1988. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. The plan meeting is where a project becomes real; it is where people make the decision to go forward with an idea or not. Yet managers often overload a plan presentation with unimportant facts or simply supply inadequate information. CEOs want four questions answered before they''ll approve a plan: What is the plan? Why is it recommended? What are the goals? How much will it cost? You should be able to answer each of these questions clearly and in a way that can lead to an agreed-on course of action.
About
Abstract
This is an enhanced edition of HBR article 88608, originally published in November/December 1988. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. The plan meeting is where a project becomes real; it is where people make the decision to go forward with an idea or not. Yet managers often overload a plan presentation with unimportant facts or simply supply inadequate information. CEOs want four questions answered before they''ll approve a plan: What is the plan? Why is it recommended? What are the goals? How much will it cost? You should be able to answer each of these questions clearly and in a way that can lead to an agreed-on course of action.