The simple choice that amazing startup leaders make
Peter Drucker said of leadership: "Most leaders don't need to learn what to do. They need to learn what to stop."
The same can be said of effective strategy creation
It's not just about what you take on as a new direction, its more about what you do to terminate your old ways that are no longer relevant.
And that includes deciding the customers you intend to serve - "the WHO" - and those you choose NOT to serve - "the Non-WHO".
Whereas the WHO represent high revenue potential, the Non-WHO are those customer groups that don't represent significant economic opportunity for the organization.
And as a result, they warrant minimal investment.
Choosing customer groups you want to invest your valuable scarce resources in is a critical matter. You don't have an endless stream of time and money to be all things to all people; you need to target your efforts with a minimum amount of interference that can dilute your efforts.
The Non-WHO is the "enemy" that can attract your attention, take you away from your game, suck you dry and give you no strategic return.
Often the Non-WHO are existing customers who no longer warrant attention. They may have been attractive at some point in the past, but no longer should command strategic focus.
These customers need to be managed out of the organization. They need to be cut loose in a manner that doesn't create any collateral damage.
Take concrete measured action to remove them from your investment portfolio.
As well, the Non-WHO can be represented in over-the-transom business that you end up chasing because of the urgency of the moment or because you feel you have no choice but to give chase.
This "yummy incoming" activity can be devastating for an organized and can impede any progress towards achieving its strategic goals.
Choose WHO to serve and stick to it.
Avoid the execution "leakage" that forces you off strategy.
Like a selfish lover, The Non-WHO will have their way with you, rob you blind and leave you high and dry.