What should you STOP doing?

Many business leaders are cautiously optimistic that the economic challenges we faced in 2009 are being overcome and that 2010 is the year to recover, recapture and rebuild.

Some of our clients tell us that the initiatives that were "placed on hold" in 2009 are being funded and gaining traction.
However, 2010 is anything but "business as usual." As we navigate in a changed world, have your organisation's objectives changed?
Are the initiatives that are "back on the agenda" the right projects for your organisation or division today?
What should you be doing? Or, just as important - what should you stop doing?

How do you know for certain your current initiatives are the right initiatives? And how do you know which initiatives should take priority?

Here are five strategic questions you should consider:

1. What has changed in my sector, marketplace or competitive landscape?
2. Has the strategic intent of my organisation, business unit or department changed?
3. How are strategic initiatives being prioritised and "managed" in my organisation, business unit or department to ensure informed decisions are being made?
4. Are these initiatives the right ones, given the developments of the past 12 months
5. Is there enough capacity and commitment within our present staff and management team to deliver these initiatives?

A structured approach to selecting and prioritising initiatives that are in alignment with the organisation's strategy has been proven to deliver cost savings of 10-15% and productivity increases of 10-20%.

Good leaders are re-examining their key initiatives in the context of the organisation's strategic priorities. They have the wisdom to stop, redirect, and rebuild as they prepare for the road ahead.

If you need help assessing your current initiatives or are considering how best to maximise your next Strategic Planning Cycle contact us.
For more information on our strategic planning services visit Strategy & Balanced Scorecard.