Emily Warna
Jul 20, 2017 · 1 min read

Hi Mike, thanks for the response.

I have also witnessed the ‘no plan’ route — that isn’t what I’m advocating. A company cannot exist without a greater plan or objective, but if you focus too much on the long-run you forget to see what’s right in front of you and you forget how to adapt to hurdles along the way. Being ‘reactive’ isn’t necessarily a bad thing if you can react with strong business acumen and common sense. Being ‘reactive’ is a bad thing if you’re relying solely on just that.

You’ve underlined my exact point — we need to be prepared for pop ups and unforeseen circumstances. Hence the flexibility. That doesn’t mean you mustn’t plan. It just means that when needed, you should be in a position to veer away from that plan to avoid jeopardising more than you have to.

I think the people you’re referring to are those who rely solely on spontaneity without experience and/or sense to support those spontaneous decisions. The plan (or lack of) isn’t the issue — the people/managers are.

Either way, what works for some fails for many.

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    Emily Warna

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    I write about what I see + hear.