Setting Ambitious Targets and Taking Risks for Growth

Adam Fishman and I elaborate on how we look at the inevitable yearly planning exercises from an operative and leadership perspective.

How to do a rolling planning instead of doing the depressing exercise of wasting everyone’s time for a month at the end of each year:

• Managing risks and the human component in planning
• The typical mistakes you should avoid
• What to do if you don’t agree with a company's direction

Timestamps:

04:20 Leah’s take: The operator’s perspective of yearly planning, fuzzy road mapping

07:30 Adam’s take: Conceptual thinking about planning, especially in the absence of a concrete strategy

13:20 Yearly planning and failures that are likely to happen

19:25 Resource planning and not taking care of “people”

23:15 Critical mistakes in planning

28:30 Spend some time to understand “what are your direct manager’s goals”, and overcommunicate as a manger

33:15 Calendar structure of annual planning when you own parts or the entire process

39:10 What do you do if you don’t agree with the company’s strategy?

42:50 30-60-90 day plan on how to get away from a company

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