An essential step in deciding what our business is, what it will be, and what it should be is, therefore, systematic analysis of all existing products, services, processes, markets, end uses, and distribution channels. Are they still viable? And are they likely to remain viable? Do they still give value to the customer? And are they likely to do so tomorrow? Do they still fit the realities of population and markets, of technology and economy? And if not, how can we best abandon them — or at least stop pouring in further resources and efforts? Unless these questions are being asked seriously and systematically, and unless managements are willing to act on the answers to them, the best definition of “what our business is, will be, and should be,” will remain a pious platitude. Energy will be used up in defending yesterday. No one will have the time, resources, or will to work on exploiting today, let alone to work on making tomorrow.

Hay pocas relaciones que abarquen toda la persona de un hombre como lo hace su relación con su trabajo. Según nos informa el Génesis, el trabajo no estaba en la naturaleza original del hombre. Pero se incluyó poco después: “Ganarás el pan con el sudor de tu frente” fue tanto el castigo de Dios por la caída de Adán como su don y su bendición para hacer soportable y significativa la vida del hombre en su estado posterior a la caída. Las únicas relaciones del hombre anteriores a la que tiene con su trabajo son sus relaciones con su Creador y con su familia; y sólo ellas son más fundamentales. Y junto con ellas, la relación del hombre con su trabajo constituye la base de su vida y sus realizaciones, su sociedad civil, sus artes, su historia. (página: 345)

As this example suggests, it is rarely possible — or even particularly fruitful — to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question in most cases should be, Where and how can I achieve results that will make a difference within the next year and a half ? The answer must balance several things. First, the results should be hard to achieve — they should require “stretching,” to use the current buzzword. But also, they should be within reach. To aim at results that cannot be achieved — or that can be only under the most unlikely circumstances — is not being ambitious; it is being foolish. Second, the results should be meaningful. They should make a difference. Finally, results should be visible and, if at all possible, measurable. From this will come a course of action: what to do, where and how to start, and what goals and deadlines to set. RESPONSIBILITY