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 ...

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. ...

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. ...

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. ...

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 )

90% of the decisions you make don’t matter; real success comes in being able to identify the 10% that do and focus on those. via Charlie Kindel | cek.log

The 5 Ps: Achieving Focus in Any Endeavor | cek.log The 5 Ps : PURPOSE, PRINCIPLES, PRIORITIES, PLAN, AND PEOPLE (…) a tool that helps projects be focused: the “5Ps”: Purpose : Why do we exist? Why are we in business? Where do we want to be in the future? What will we deliver? Principles : What are the non-negotiable rules and key strategies? How will we act? Priorities : What’s the framework for tradeoffs? Plan : How are we going to stage and tackle solving the problems? What are the known dates & forcing functions on the calendar? People : Who’s accountable for every key part of the plan? There are tons of frameworks/tools for helping people understand roles & responsibilities. (…) They can all be made to work, as long as you don’t over-do it (just like you should not over-do the 5 Ps). To illustrate (…) I’ll use RACI : ...

If You Don’t Design Your Career, Someone Else Will | LinkedIn Step 1: Review the year, month by month. Step 2: Ask, “What is the news?” Look over your list and reflect on what is really going on. Step 3: Ask “What would I do in my career if I could do anything?” Step 4: Go back and spend a bit more time on Step 3. Step 5: Write down six objectives for next year and place them in priority order. ...