The strategy day produced fourteen priorities. Capacity exists for three.

Most annual plans fail not because the thinking was wrong but because the arithmetic of change capacity was never done at all.

By Steve 5 min read
Abstract bridge artwork for The strategy day produced fourteen priorities. Capacity exists for three.

A day offsite, a whiteboard, genuine engagement from the leadership team, and by five o’clock a list: fourteen initiatives for the year ahead. Every one of them defensible. New pricing structure, CRM migration, a second sales hire, the partner channel, ISO certification, a productised entry offer, better management reporting, the website rebuild. Nobody in the room argued that any single item shouldn’t happen. Twelve months later, two are done, three are half-done, and nine were never really started. The post-mortem usually blames discipline: we got dragged into the day job,…

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