Strategy and Planning

In my view, September is even worse than January since that return to work comes after the holidays when almost everyone has taken some time off. And, of course, January begins with New Year’s parties, resolutions, start fresh budgets, and a new set of annual objectives, plus a full calendar year to complete them.

We have all heard about it; some of us have lived it firsthand. A vibrant, new start-up comes to life with energy and purpose. Everyone knows one another; everyone works together towards a common goal. Communication happens on the fly, informally, at all hours of the day and night. It’s fast and it’s fun — we are a tight group, proud of what we are building.

Each month, as I ponder possible topics for this e-conversation, I find myself struggling with the same challenge: So many things to talk about; so hard to pick just one!

We have been publishing these "e-conversations" for just six months now. But I am happy — no, thrilled — to see that it has already become exactly what we had hoped for: a two-way conversation with all of you.

Back in the Mesozoic Era, when I was coming up the marketing line (also known as the 90s), we used something called "The Mapping Approach to Strategy." This involved propelling the team three to five years into the future and imagining how the product being developed would be positioned in the customer's mind. Then we would define the strategic path to get there.

Today we examine a pervasive challenge in our industry: time and resources wasted as middle and senior leaders respond to a seemingly endless, daily demand for information of every shape and size. Along the way, I offer what I hope are productive suggestions for reducing these occurrences within your organization, including an important reminder to have the necessary conversation about whatis really needed!

Summer, sadly, is over. And while there are noticeable shifts with each change of season, I find the transition into autumn can often be bittersweet.