What does deciding what not to do mean in practice?

Contents

In short. It means going through projects, products, markets and investments, and asking of each one whether it moves the company in the chosen direction or uses up resources without taking it anywhere. The second kind gets stopped or rethought. It is often the most useful decision, and the hardest.

Numbers are not enough

Numbers are one criterion, not the only one. An initiative can show excellent short-term results and still weaken the company’s positioning. Another can earn little today and serve the direction you have chosen. That is why we write the criteria together, and the company keeps them for future decisions.

Why it is hard to do alone

Stopping something means accepting that the time and money spent so far will not come back, and it often touches the work of people who believed in it. Those who are inside the company every day find it hard to look at it with detachment. An outside view, together with the owners, makes it possible to decide with clear criteria.

What to do next

If too many things are open and they all seem urgent, this is where we start.

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