What happens when
In a steady-state business, where nothing really changes except the date and a face every now and again, the job of management is mostly about efficiency,…
There are things we do and we don’t know why we do them. Just because. Because that was the way we were taught, that was what we saw someone else doing (or thought we did), that this way seemed to make sense the first time we tried it and we haven’t questioned the why or the way of it since.
What happens when they do, or you do? What happens if you look at that critical metric and ask why it’s so critical, or how it’s calculated, or what it’s used for, or whether it draws attention away from what is now, today, a more critical metric and maybe we should abandon this one completely, or downgrade it at least?
What happens if? What happens is that, whatever the answers, you learn more and know more and can think more.
Skippy strategy: And all for the sake of a why.
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Skippiness
It’s in our nature to always want more. More revenue, more gross profit, more net profit, more performance, more production, more leads, more customers, more…