Strategise About High-Impact Issues
One of the frequently asked questions I am asked about planning is how many strategies they should have in their strategic or business plan.
My first response is that they should have as many strategies or objectives and actions as are required to take them closer to their goals and their vision. However when I dig deeper, I find that their question comes from overwhelm. I find that as they progress through a planning process and do SWOT (strengths, weaknesses, opportunities and threats) analysis, identify gaps to bridge, realise the work behind the goals, they end up with a whole series of issues, good ideas and to-do items.
When faced with a myriad of these issues, how do they focus on the right strategies?
Planning is all about simplifying, and to simplify all the inputs I use the principle of “KSI’s”
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