 |
When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than a rational weighting of gains, losses, and probabilities.
|
252 |
 |
…kids will touch anything. You’ve just got to watch them in action and then plan accordingly.
|
158 |
 |
Good stores perform a kind of retailing judo – they use the shopper’s own momentum, his or her own inclinations and desires, to get him or her to do something perhaps totally unplanned.
|
167 |
 |
Almost all unplanned buying is a result of touching, hearing, smelling or tasting something on the premises of a store…
|
168 |
 |
…while it’s important to have a plan, it’s equally important to recognize that the plan is likely to change.
|
114 |
 |
A Roadmap sounds like a plan, but it is not. It’s more of a direction indicator, purposefully described at a higher level to leave room for innovation and to stay open to interpretation.
|
236 |
 |
A written plan should anticipate the need for flexibility.
|
386 |
 |
It’s this ability to have creative, transparent, healthy conflict that drives better plans and better sentiment.
|
228 |
 |
There will always be a certain gap between blueprints, schemas, and plans and their real-world implementation; therefore, there will always be people charged with making the necessary adjustments.
|
044 |
 |
Linear, planning-based approaches that start with a clear definition of the problem don’t work when the problem itself is vague or flexible.
|
074 |
