Most business plans don’t die because they’re too short. They die because they turn into giant spreadsheets crammed with numbers and zero explanations. Rows and rows of sales forecasts, cost estimates, growth assumptions… but nobody can actually tell you why those numbers are there.
Maybe you are familiar with the scene: someone proudly shares the “business plan” in Excel, the formulas look impressive, but when you ask a simple question like “So why do we think sales will suddenly jump 30% next quarter?”. Silence. Or worse, “Well, that’s just how the model works.”
A plan like that is about as useful as a treasure map with only coordinates and no landmarks. Technically, the numbers might add up, but they don’t help anyone navigate the real world.
That’s why I like to think of the T.I.D.E.C.H.A.R.T. system as a proper navigation chart. It defines what kind of information should be included in a business plan. And… as you will see, it is more than just numbers.
Here’s how it works:
1. Targets
Think of these as your “where are we going?” markers. Not just vague dreams like “be the best in the market” (whatever that means), but real goals:
- What do you want to achieve this year?
- Where do you want to be in 3–5 years?
- What milestones tell you you’re on the right track?
🎯 Without clear targets, you’re basically a ship with no destination. Sure, you’ll move, but don’t be surprised if you end up lost at sea with the crew asking why there’s no land in sight.
2. Initiatives
This is the “what are we actually doing about it?” part. Write down the projects, actions, and deadlines that make the targets real: a new product launch, training the team, finding that extra salesperson everyone keeps promising to hire.
⚓ Without initiatives, your targets are just wishful thinking. It’s like saying, “We’ll reach the island,” but forgetting to row.
3. Divisions
Break the plan down into chunks that match how your business actually works—by product, business unit, or legal entity. And make sure they line up with the structure of your organization and people’s real responsibilities.
🧭 Why? Because if everything is everyone’s job, then nothing is anyone’s job. Dividing things properly means you know who’s steering the boat, who’s checking the sails, and who’s in charge of not falling overboard. It is going to be easier to look for options to correct the course once you understand why the deviations occur.
4. Expectations (a.k.a. Assumptions)
Every plan is secretly full of “we assume” statements. We assume prices will stay here. We assume sales will grow there. We assume costs won’t suddenly explode. Write them down.
💡 When the real world proves your assumptions wrong (and it will), at least you’ll know why things didn’t turn out the way they looked in Excel.
5. Concerns (Risks)
No plan survives first contact with reality. So list the risks: competitors, lost deals, rising costs, your star employee quitting to become a yoga teacher in Bali. Add a note on how you’ll deal with each if it happens.
⚠️ Ignoring risks is like ignoring a leak in your boat because it’s “just a small one.” Spoiler: small leaks sink ships too.
6. Hopes (Opportunities)
Not everything is doom and gloom. Note down the upside as well—new clients in the pipeline, a technology trend you could ride, or that big bet that could double your revenue.
🌞 Because sometimes the wind blows in your favor. If you’re not paying attention, you’ll miss the chance to put up the sails.
7. Alternatives
Things won’t always go according to plan. That’s life. So write down your backup ideas: which costs you’ll cut first, which projects can wait, and what “emergency maneuvers” you’ll use if the storm hits.
🌀 A rigid plan breaks under pressure. Flexible plans bend, adjust, and keep the ship afloat.
8. Records (Numbers)
Yes, you need numbers. Sales, costs, margins, capacity, cash flow. Don’t drown in endless spreadsheets, but don’t ignore them either.
📊 Numbers are like the compass on your ship. You may not love looking at it, but without it, you have no idea if you’re heading north or straight into an iceberg.
9. Triggered Actions
These are “if this, then that” moves. Example: “If sales hit €5M, we open in Spain.” Or “If costs go over X, we pause that hiring spree.”
🚦 Triggered actions mean you don’t waste time in endless debates when conditions change—you just follow the playbook you already agreed on.
Wrapping Up
A business plan isn’t meant to impress. It’s meant to help you run the business without losing sleep (or at least with fewer sleepless nights).
The TIDECHART system covers the basics: targets, actions, risks, hopes, and numbers, but in a way that keeps the plan alive and usable.
Think of it as less of a corporate masterpiece and more like your personal sea chart: simple enough to use in a storm, but complete enough to actually get you to port.
So the next time you’re tempted to open Excel and drown everyone in endless rows of unexplained numbers, stop. Grab the T.I.D.E.C.H.A.R.T. checklist instead.