What will you stop doing?
Make sure you are just as focused on your not-to-do list. Plans are often packed with new initiatives without the critical assessment of what must STOP!
This is always the interesting part of a consulting engagement. You’ve got a great new strategy that everyone buys in to and that has great promise for your business. Have you built into your strategy, a plan for what you will stop doing? Unless your current activities are at a complete standstill and your organization has too much time on its hands, there is a better than average probability that you are directing your resources in ways that will compromise your focus and the new layers of activities that you are adding to the organization. Do you define aspects of your strategy in terms of what you should NOT do or what you should STOP doing?
- Who are NOT your customers?
- What characteristics of historically, high-performing employees are NOT a good fit for your organization?
- When will you STOP hiring them?
- Should you STOP worrying about profits at the expense of relationships?
- Should you STOP investing in X to invest in Y?
What are the last strategic STOPs that you made?