What the strategy needs.
WHAT TO ESTABLISH
What the plan requires: people, money, equipment, systems, premises.
WHY
Strategies fail on resources more often than on logic.
WHAT TO ASSESS FOR PEOPLE
What roles are required What skills When they are needed Whether they exist internally What they cost
WHAT TO PLAN FOR
Time to recruit and time to become productive.
WHY
Both are longer than expected.
WHAT TO ASSESS FOR MONEY
How much is required When For what Where it comes from
WHAT TO IDENTIFY
The point of maximum cash requirement.
WHY
It determines feasibility.
WHAT TO ASSESS FOR SYSTEMS
What works at current scale What breaks at the planned scale
WHY
Systems that work informally fail at volume, and the failure appears suddenly.
WHAT COMMONLY BREAKS
Record-keeping Stock control Collection Communication Quality control
WHAT TO ESTABLISH
At what point each requires change.
WHAT TO SEQUENCE
Investment, so capability arrives before it is needed but not long before.
WHY THAT BALANCE
Too early wastes cash; too late produces failure.
WHAT TO PHASE
The plan, in steps with review points.
WHY
It allows stopping.
WHAT TO ESTABLISH AT EACH REVIEW
Whether to continue, adjust or stop.
