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The New York Times featured an interview over the weekend with Geoff Vuleta, CEO of Fahrenheit 212, described as a Manhattan-based “innovation consulting firm,” in which he discussed the company’s approach to planning and strategy.

Every 100 days, Vuleta says, the company’s senior leadership gets together a s a group, “and we draw up a list of all the things that we want to get done in the next 100 days. And you go away as an individual and come back with commitments to how you’re going to contribute to that list. Then you sit down with me and our president and we discuss your plan. It’s just our job to make sure that the sum of everybody’s plan nails the firm’s list ... It’s made up of really simple things. What were the things that went wrong in the last 100 days? Let’s get rid of those. You want to nail your pain points and go, ‘O.K., what needs to be done to make sure that doesn’t happen again?’ So that’s part of it.

“And what do you want to do about your brand? How are you going to advance ‘thought leadership?’ Not all projects are born equal — there are some that are grander than others. What are you going to do to invest in those? Who’s going to take responsibility for them?”

Vuleta adds, “It’s a bit goofy to do it the first couple of times because people obsess over how they’re going to do something or what they’re going to do. It isn’t about any of those things. It’s only about an outcome. It’s only about what will have been achieved within the 100 days or at some point during the 100 days.

“So the 100-day plan meetings start off with you actually reporting on yourself. You stand up with your 100-day plan, and there’s no wiggle room on it. They’re outcomes. You did them or you didn’t do them. You’re enormously exposed because you offered to do it, and you’re going to do it. Fahrenheit has only had to fire three people because the 100-day plan sorts it out beforehand.”

In other words, it is all about big ideas taken in small bites.

And that’s our Monday Eye-Opener.

- Kevin Coupe
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