planning

The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and starting on the first one. — Mark Twain

Sharing more widely something that came up in a sketching session — a simple mnemonic for coming up with small / recurrent actions and avoid ending with generic goals that aren’t actionable: Tip Ask “how?” repeatedly until it it becomes silly 🙂 For example, if the initial thing I come up with is… Understand better the inner working of this particular thing Asking “how?” makes it clear that something is missing; so it becomes…...

Plans are worthless, but planning is everything. — Dwight Eisenhower Quote Investigator The details of a plan which was designed years in advance are often incorrect, but the planning process demands the thorough exploration of options and contingences. The knowledge gained during this probing is crucial to the selection of appropriate actions as future events unfold.

It’s time to be outcome driven - Felipe Castro - OKR Trainer, Speaker, Author As Benedict Evans points out, humans have a clear tendency when they get new tools: There’s an old saying that when we get a new tool, we begin by making it fit the old way of working, and then we change the way we work to fit the new tool. 99% of people make OKR fit their old way of working....

How to Determine If the Balls You’re Juggling Are Rubber or Glass | Eblin Group Rubber balls bounce. Glass balls shatter. You can drop the rubber balls and usually recover easily enough. Drop a glass ball and you’re likely done with that one. The visual metaphor of juggling rubber balls and glass balls is easy to grasp. It still raises the issue, though, of how do you tell the difference between the two?...

Lean Value Tree | Open Practice Library The LVT follows a Top-Down framework: Vision > Strategic Goals > Bets > Initiatives. A company’s vision is broken down into a number of strategic goals, which are then defined into a number of bets, out of which value streams and initiatives with specific, targeted outcomes drive achievement from the bottom up. Strategic layer Ambitious Mission — What is our destination as an organisation?...

A Plan Is Not a Strategy - YouTube Strategic ≠ Planning What most “strategic planning” is in the world of business has nothing to do with strategy. It’s got the word, but it’s not. It’s a set of activities that the company says it‘s going to do. … but the results of all of those are not going to make the company happy, because they didn’t have a strategy. What’s a strategy?...

We use the analogy of firefighting when people handle unexpected problems at work. Instead of reacting in a chaotic manner like civilians, adopt the strategic approach of trained firefighters. This involves having a plan, clarifying roles, training people and practicing together. Doing so, we can create a better culture of preparedness in our companies.

Models: The Lippitt-Knoster Model for Managing Complex Change | Sergio Caredda The Model for Managing Complex Change is widely used in Change Management presentations and articles around the web, as it outlines required elements fo change, and possible negative outcomes. … According to the model, there are five or six elements required for effective change: vision, consensus, skills, incentives, resources and an action plan. If anyone of these elements is missing, the change effort will fail, with varying Negative Change outcome....

The first 90% of the code accounts for the first 90% of the development time. The remaining 10% of the code accounts for the other 90% of the development time. Tom Cargill, Bell Labs (the Ninety-ninety rule )