A steps plan sets out a process in the order it needs to happen, with an owner, deadline and status for each step. It's ideal for any matter where the sequence matters as much as the steps themselves.

Reorganisations and restructurings often involve tax advisers, company secretaries, the client and several legal teams. When each works from its own spreadsheet, the plan quickly falls out of step, and it's easy for one step to happen before another it depends on.

Everyone involved works from the same steps plan, so there's never any doubt about which version is current.

Sections and numbering keep the plan in sequence, so it's always clear what has happened and what needs to happen next. Group steps by phase, entity or workstream to suit the matter.

Add a due date and an owner to each step, then filter to see what's coming up this week or what a particular adviser needs to do.

Every status change is recorded, giving you a time-stamped history of when each step was completed. That record can be invaluable if the process is ever questioned.

Upload board minutes, resolutions and filings against the step they relate to, so the evidence is easy to find later.

A group reorganisation can involve dozens of steps across many companies, from board resolutions and share transfers to tax clearances and Companies House filings. One steps plan keeps tax advisers, company secretaries and solicitors working from the same version.

Restructurings often move quickly from standstill to lock-up to implementation. A steps plan helps you make sure documents are signed and completed in the right order.

Transfers of undertakings and redundancy programmes involve consultation steps with minimum periods. Tracking each step creates a time-stamped record that you can rely on if the process is later challenged.

Work can't start on site until the planning conditions have been discharged. A steps plan shows exactly which conditions are still outstanding.

Explore the Lists collection on the knowledge base to set up your first steps plan.

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