We’ve heard from many leaders at Lean Summit 2025 and in the weeks leading up to the event that the annual plans they put in place for their organizations are already needing significant rework. Not since the pandemic have such macro business disruptions taken place. How often do you shred your strategies by mid-March?
It’s easy at times like this to ask, “What’s the use of planning?” Planning is always necessary, but remember that few plans survive reality. The objective is to plan and then have in place a method to effectively adjust when disruptions arise.
If there ever was a time for good planning and a management system based on PDCA, now is the time. Lessons learned in responding to the events of 2020 may help. But is this different? Is it even more challenging because your response to the latest economic, regulatory, or political event may not stand up to the next bombshell? Can we predict how many more curveballs are still to come?
We’d like to hear what the macro disruptions are doing to your businesses. How are you responding and pivoting your organizations? Please use the form below to anonymously tell us how your organization identifies and responds to changes. We’re not looking to know the specifics of your plans, but how you plan and adjust your plan, and if your approach is working.
Welcome to The Management Brief — a weekly newsletter from the Lean Enterprise Institute delivering actionable insights, strategies, and stories on lean management. Each issue explores proven methods like hoshin kanri for strategic alignment, A3 problem-solving, and daily management that foster stability, improvement, and innovation. We aim to help you build resilient, high-performing organizations prepared for long-term success. Subscribe for free and join a community dedicated to management excellence.
Managing on Purpose with Hoshin Kanri
Learn how to develop strategy and build alignment.
