The Long View

So far in the Leap Programme, we’ve looked at how to define our own priority in our company, in our department, or in the area that we manage and the difference between priority, objectives and tasks.  We then compared our priorities against what we actually do or our actual activities and we eliminated a lot of the non- productive activities, either by completely eliminating them or delegating them away.  Finally we now find ourself with some extra time and today’s podcast is about what to do with that extra time.

I’m going to suggest something which I did a lot of in my previous career as a trader in banks and hedge funds, where I would have to construct views of the future, to help me in my profession.  This podcast will look at how I did this; some of the ways in which it can translate to help you.

 

What to do in these Time Slots

  • Does it Depend on Your Level in the Company
  • Does it Depend on Your Industry
    • Yes – For the Subject
    • No – For the View
  • Management Rule
  • To Do What Only You Can Do
  • Scenarios of the Future
  • Expert in Your Field
  • Important to be aware of The Next Change

 

How to Organise the Time Found

  • Very Important Part of the Leap Program
    • Otherwise Most Will Be Lost
  • 5 Hour Project Which is More Effective?
    • 1 Month of Daily 15 minute Periods
    • 2 Periods of 2.5 hours each
  • The First 15 minutes is for Getting your Brain in Gear
    • Or at least for me it is this way
  • The Mathematics:
    • Priority Management Finds 25% of New Time
    • For an Average 40 Hour Week = 10 Hours
    • But Start with 2 90 minute slots in your diary now

 

How to Gathering the Knowledge

  • The Need to Answer Narrow Questions: Specific Scenarios
    • Research without Using Your Natural Assumptions
    • Institutues of Research in the Field
    • Unconventional People
  • The Need to Answer Broader Questions: Educate Yourself
    • Flexibility of Perspective is Critical
    • Read Widely and Often
    • Meet Remarkable People Outside your Usual Circle – Dinner
    • Take Courses
    • Employ People with wide Education/Experience

 

How to Write the Scenarios

  • Three Usual Futures:
  • The Same as Now but Better
    • Status Quo
  • Worse than Now
    • Depression and Decay
  • Different from Now but Better
    • Innovation and/or Fundemental Change
  • Crucial The Questions You Ask?
    • Not:  If I Invest in a New Plant in Poland What will happen?
    • But: What would happen to make me want to invest in a New Plant in Poland?

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