Where will you be in five years?
A question that many entrepreneurs, career tigers and top athletes ask themselves is: “Where do I want to be in five years’ time”? Asking this question will help you plan your future and take the necessary steps to get there. Or so is the assumption…
“Life got in the way”
Yet I know very few entrepreneurs who at any point have arrived at the place they had thought of for themselves five years earlier. There are always events and developments that influence the direction and the result – both positive and negative. Life came between them and their plans.
Of course your organization has a vision. But that vision is not limited to time. It is about what can be improved in your market, how products and services can be marketed in distinctive ways, the possibilities of technology, new value propositions. And with that vision comes an ambition. Call it a mission: market leadership, most innovative company, best employer. You name it. It’s good to make that ambition “SMART” (Specific, Measurable, Acceptabel, Realistic and Time-bound). This is your potential! And people will get excited about it. But the answer to the question “Where do you want the organization to be in five years’ time” has relative value. For example, if you are an ambitious hospitality entrepreneur who wanted to open your restaurant in the spring of 2020. Or someone who envisioned to open their online brand of consumer goods. In either case, the strategic plan doesn’t make much sense anymore – for one entrepreneur the COVID 19 outbreak could mean bankruptcy, the other one is growing faster than he had anticipated. In any case: for both entrepreneurs it means finding an answer to the circumstances and events now. In other words: it’s about being responsive. Either by changing your business model – delivering meals at home and setting up the processes and logistics for this – or invest in scaling up your operation and finding a solution to the financing problem that this creates.
The dot on the horizon versus now…
Entrepreneurial life is full of unexpected events and developments, opportunities and threats alike. But what is more important then? The best possible response to events and developments? Or sticking to that “dot on the horizon”? The answer, of course, is the best possible response right now. Because that’s what the future of your company hinges on!
Doing business in the present moment
No company can afford anything else: if reality “happens” to your company, responsiveness is required. Because you do business and manage it in the present moment. By responding to and anticipating change. By improving and innovating. And that takes you and your organization somewhere. Very often this is not at the predetermined end point. The journey turns out to be more important. And if you are able to look at it that way and take your organization along, the journey will also be a lot more fun and adventurous. Full of unexpected windfalls.
John Lennon once sang, “Life is what happens to you while you’re busy making other plans.” That does not apply to responsive organizations. They are of course inspired by their ambitions and strategy. But these are not set in stone. As Daniël Ropers, former Managing Director of Bol.com, put it: “Responding to change is really more important than following a plan!” (‘The Responsive Entreprise’, by Rini van Solingen en Vikram Kapoor, Publisher Boom, 2016).