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With finite resources and numerous problems to fix, organizations can become inefficient without clear direction. It’s the CEO’s job to provide that direction for the use of limited resources.
But with issues, opportunities and initiatives popping up all the time, it’s not always easy to prioritize. Companies face issues in supply chain, marketing, product, quality, and entering new markets, to name a few. So how can a leader know which issues are most worth addressing?
As a business unit leader for Fortune 500 companies, I saw many scenarios where the leadership team needed to decide between competing priorities. Over time, I developed a series of questions to guide this decision-making—a rubric that I keep coming back to with my teams and with clients around the world.
These three revealing questions help clarify which business issues to address first and which aren’t worth the precious resources. While not a total replacement for a thorough analysis, they offer a framework leaders can use to compare and evaluate various issues and opportunities.
Read the rest of this article by Kevin Namaky at Fast Company where it first appeared.
Kevin Namaky is CEO at the Gurulocity Brand Management Institute, a marketing education company that trains and consults for notable brand teams including Kimberly-Clark, Scotts Miracle-Gro, Bolthouse Farms and Gorilla Brands. Kevin is a featured instructor for the American Marketing Association, lectures at the IU Kelley School of business, and has been featured in Ad Age, Forbes, Fast Company and the CMO Council. Previously Kevin worked for 20 years in the corporate and agency world growing notable brands. Follow Kevin on LinkedIn.