One Page Plan

by Mike Levin SEO & Datamaster, 08/26/2005

I’m a big believer in the 1-Page Plan. If you can’t say how each action you take every day somehow fits within the context of a clear, concise 1-Page Plan, then you’re not thinking clearly. I attribute my realization of the importance of the 1-pager to Guy Kawasaki, ex-Apple Macintosh Evangelist, who related a story in his book, Selling the Dream, about how his boss John Scully, President of  Apple a the time, wouldn’t even review a plan if it were not in this format. This belief was further refined as I listened to Peter Drucker, in his book Managing in a Time of Great Change, talk about how the mission of any company is to get and keep customers. That’s sort-of like the umbrella-mission statement for all company plans. Every action you take can be measured against it. You can crank these things out quickly, use them to cut down on wasted proposal time, make sure everyone’s on the same page, and easily keep yourself on-plan during execution. Yes, the 1-Page Plan is a great boon to productivity. I won’t go through the whole thinking process here, suffice to say, there is only 1 mission, and up to 5 objectives. Each objective can have 3 to 5 supporting strategies. Whether you call objectives goals, and strategy tactics is a matter of semantics, and how drilled-down the plan is to the precise actions to be taken. But the idea is to keep it high-level, and to communicate well. Here is the basis structure…

A quick rationale. Why are you doing anything in the first place?

A concise, resonating message against which you can measure every action you take.

1. One
2. Two
3. Three

1. One (yes, you repeat the objectives from above)

2. Two

3. Three