Identifying Priorities

Many organizations turn to one common strategy to substitute one initiative for another. If the priority is to chase the new idea, for example, management specifies another area that should be killed off: add 1; kill 1.

While this approach might make sense, it doesn't do enough to move the needle. Often it involves adding a significant new initiative and then killing off something small and inconsequential. You've still left your team under-resourced and over-burdened. They still have too many priorities to focus on.