What do you need to STOP doing?

What do you need to STOP doing?


Strategic and Execution Decisions

If you want to kill your strategy instantly, just try doing too much!

Here’s a scenario you can all identify with. You go to a workshop to re-work your strategy or perhaps build a new one. It’s exciting, new and fresh. Everyone’s enthusiastic and so we all take the “can do” approach. Goals are set, strategies developed, roles and responsibilities assigned. But, there is one step missing. Rather than focusing on all the stuff you are going to do, focus on what you need to stop doing.

Reason

There is a simple reason for this. We only have limited time, effort and resources. When we ask our clients what stops them executing strategy, invariably they will say things like:

We don’t have enough time.

We don’t have enough resources.

We don’t have enough money.

The challenge is universal, everyone faces it, you have to figure out what is really important and fundamentally that means you have to stop doing something.

Example

When Steven Jobs returned to Apple 1997, he returned to a slew of ill-conceived product lines. Some were excessive, and some were downright silly, but many were ultimately killed off for their poor alignment with consumer needs and wants.[1] Ultimately he kept just four. In just 6-months he returned Apple to profitability.

Key Questions

Here are the key questions that need to be asked.

  •     Why are we doing this? (If you can’t get a clear logical answer it might need to go)

  •     Is this really what we are about as a company/team department?

  •     Is this going to have a significant impact on our success?

The Challenge

The primary challenge in the decision to stop doing things will be people who have a vested interest in a particular, strategy, product or course of action. Generally people will not be averse to getting rid of stuff unless, it is going to affect them personally.

Ultimately you have to do the right thing and the right thing is always going to be what is the best decision for the team’s success.

Execution Benefit

If you choose wisely and firmly, in the end you will be able to execute your strategy way more effectively and positive results will follow.

What are we going to stop doing?

 

Mark Bragg and Martin West

Pip Perkins