the annual planning process. In traditional organizations, this document lays out where we will play and how we will win, and contains implications for structure, budgets, projects … everything. The problem is that we put so much effort into creating it that we treat it as gospel. It becomes true north for our activity rather than what we’re seeing and learning in the real world. This prevents teams from evolving their OS. Instead, demote your annual operating plan. Make it an annual operating prediction. Let teams take ownership of their local expression of strategy and operations. This will
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