I mentioned the financial aspect of a plan earlier, so let me add this. Another fact about financials to consider: not all business activities are about making money. Point being, in most enterprises financial considerations are centric to the document. But there are some other considerations. For example, a few years ago I wrote a plan for a new subsidiary that was focused on developing an inventory of patents. The potential financial returns were years into the future. Those patents may or may not ever have commercial value. Another example is a non_profit enterprise that has need for a complete roadmap for growing their profile in a market, of which a marketing plan would be the centerpiece.
If you need to get going quickly to ride the wave of a fad before it fizzles, then fast, bare_bones planning may be all you've got time to execute. This works best when you've already got the infrastructure in place, perhaps from previous projects or an established business, and you can simply shift energy and resources to the new idea.