Destination
Where do you want the
business to go?
You can see more than one credible way forward. The challenge is agreeing where the business is actually going, what success means and which opportunities are worth leaving alone.
See how it works- Format
- A defined, standalone engagement
- People
- Leadership team and the people who own direction and measures
- Outcome
- A shared destination, clear measures of success and agreed priorities
Is this the right starting point?
Recognise any of these?
The leadership team sees more than one credible direction for the next phase.
There is plenty happening, but it is not always clear what best serves the destination.
A strategy exists, yet day-to-day decisions do not consistently draw on it.
The team wants a shared view of success, including what not to chase.
What Destination focuses on
Five areas to work through together.
The destination: where the organisation needs to be heading
What success needs to look like in practical terms
The ambition, timeframe and context around it
The choices and trade-offs leadership needs to make together
What to prioritise now, and what not to pursue
What you'll leave with
What you walk away with.
A clear, shared destination
A practical definition of success
Priorities and boundaries for the next phase
A useful reference point for future decisions
The point of Destination
Before choosing the next priority, agree what it is all in service of.
A shared destination gives leaders a way to judge opportunities, make trade-offs and be clear about what not to chase.
How it works
Four straightforward steps.
01
Explore
Bring together the ambition, context and perspectives that should shape the destination.
02
Challenge
Work through the assumptions, decisions and trade-offs that need leadership attention.
03
Align
Create shared language around the destination, success and the priorities that follow.
04
Define
Set out the destination, measures of success and choices that can guide future decisions.
Scope & investment
A clear engagement, agreed from the outset.
Scope, time and investment are agreed openly at the start. If one changes, we discuss the impact on the work and outputs directly.
Thinking
The thinking behind How Might We
Why a question became the name, mindset and starting point for How Might We.