A two year writing hiatus is best broken by this note – “Tactics will make you soar, but will not keep you air-born.”
Trough-out my career, I have noted, is that tactical work can be contrasted from strategic one in the following way:
Imagine a wheelbarrow, one person inside it, another outside – ready to push it downhill. That push, the construction of the wheelbarrow, the decision to take the leap these will all get you down the hill and moving forward. However, strategy would actually be plotting the path as you hurtle downwards and realizing, mid way, you don’t have a steering wheel.
The truth of the matter is that if you’re not willing to push, there will be no movement. However, without a plan the movement will be short lived as you crash into a ditch.
Build It, Then Tear It Down
The way I have been working to reconcile both of these realizations as of late is via the use of standard operating procedures (SOPs). The purpose is to decide on a:
- Workflow – high level
- Document tasks, owners, allotted time
- Roll it up, simplify the workflow and tasks – editorial work
- Quantify (use a reporting system)
Once you have a SOP (established flow, clear task ownership and timelines) and a way to quantify the steps and bottlenecks (CRM, Task Management, etc.) you have mapped your tactical tasks.
These quantified tactical lists are now applied into the strategic plan to see if projections are on point or not and how far off we are to reaching the fulfillment of the strategic plan.
Are We There Yet?
After the SOPs are live and performance on them is quantified, it’s time to see what’s wrong. If numbers are off by 20% the path to iterate with the SOPs is clear.
Iterating is done by altering a SOP or product feature, while keeping a control (a/b testing) to see if we are moving forward. To do so, you must plan an experiment which validates or invalidates an assumption you have made, and so:
- Write assumption
- Define experiment (tweaked SOP, or feature)
- Measure results against baseline
- Rinse and repeat
If you do not see growth via this method keep in mind that there might is a product to market fit issue.
Listening To The Market
In order to understand your experiments fully, qualitative research must be used. Asking a customer who is experiencing the control or new experiment what they were expecting is useful. Using the “five whys” method, in which you ask “what were you expecting to see here” once and with each ensuing question ask “why?” will reveal a lot about the value you drive to customers.