Where December is marked by Christmas, the end of the year is defined by drafting annual plans. A process that has become more of a habit than a meaningful ritual. What could be an inspiring activity where creativity and forward-thinking go hand in hand has, for many organizations, turned into an exercise in filling out spreadsheets. It has become a routine, pre-scheduled task aimed at planning down to the last decimal. But shouldn’t it be about looking ahead and challenging ourselves?
Most year plans consist only of answers, while asking questions is what opens up new perspectives. Organizations outline expected production, how logistics will be managed, how sales and exports will be organized, and how marketing will be deployed. Governments determine which public services and challenges will need financial coverage in the coming year. Planning allows large organizations and complex systems to exist and function in our society. That much is clear. But it’s also important to recognize that this annual ritual reinforces short-term thinking in both governments and businesses.
What are the questions and uncertainties you have? What would you like to know to gain better control over your future? What learning curves could help broaden your perspective? In other words, what are your KLIs (Key Learning Indicators) alongside the likely many KPIs in your year plan? What do you need to learn now to be stronger in the future? And what investments will you make in your future to learn systematically and open doors that were previously closed?
A year plan without questions is like a body without a brain. Everything gets executed, but the intelligence is missing. Having answers means you possess knowledge. Asking the right questions means you possess intelligence.
Author: Rob Adams