“Ann, I love your Clear Thoughts newsletter. I read every edition. They’re all fantastic, and highly relevant to Medtronic.”
Paul Franson, Clinical IT Development Manager, Medtronic
more...
“I’ve never been to a retreat that was so focused, so fast paced, and with such clear progress throughout.”
Jay Primack, Managing Partner, Moriarty & Primack P.C.
more...
“I wish everyone read this book. Ann Latham’s “Uncommon Meetings” is a quick read, packed with substantive ideas on how to get more out of meetings in less time. Everyone who runs meetings should read it!”
Janet Warren, President, MarCom Capital
more...
“Ann Latham is one of the best business speakers I have heard. She is very experienced, the quality of her thinking is extremely high, and she knows how to deliver her message in an entertaining, concise, and convincing way.”
Dr. Alan G. Robinson, Isenberg School of Management, Author - "Ideas Are Free"
more...
“On a collaborative project with Boeing Phantom Works, Ann did a tremendous job in identifying the cost drivers, producibility issues, and productivity barriers of a supplier organization, all of which were impeding the success of our project.”
Ed Gerding, Chief Engineer C-17 St. Louis, The Boeing Company
more...
“Ann can help you identify the crux of a problem and solutions that will work for you. While others may be good, my 35 years of experience tells me that no one is better.”
Perry Walraven, President and CEO, Performance Controls, Inc. a Subsidiary of Hitachi Medical Corporation
more...
“Ann’s ability to simplify complex issues such that everyone understood their respective roles was a key part of her success. She truly helped us achieve profitable and predictable growth while improving the quality of our methods and processes.”
S. W. Emery, Jr., Chairman and CEO, MTS Systems Corporation
more...
“I would recommend Ann to anyone who wants to make better plans and decisions in less time and with better confidence in the outcomes.”
W. Lowell Putnam, Chairman/CSO, VCI (Video Communications, Inc.)
more...
“’Wow’ sums it up nicely. The way Ann works is impressive: she has a great handle on people, makes everyone want to work together, ensures meetings are focused and valuable, and simplifies the challenges and options so all can reach shared conclusions.”
John Heaps, President, Florence Savings Bank
more...
“You are clearly a gifted facilitator and helped us achieve some important outcomes. The ROI was there.”
Bob Fazzi, President & CEO, Fazzi Associates
more...
“Ann listens, understands, simplifies, reframes, and provides clear advice. I inevitably leave with a new perspective, better decisions, 3 - 4 specific action items, and the resolve and focus I need to get the right things done. If you are looking for a great coach, call Ann.”
Michael Niedenfuehr, Financial Planner, Cambridge Investment Research, Inc.
more...
“Ann’s book, Clear Thoughts, is the fresh, grounding breath of perspective that every executive needs in order to see clearly despite the daily chaos”
Jane Lansing, VP Marketing, Emerson Process Management
more...
“Ann uncovers common ground, creates opportunity, and guides the group to new shared conclusions in remarkably little time.”
Laurie Fenlason, Vice President for Public Affairs, Smith College
more...
“Working with a diverse group of manufacturing and design team members, Ann was able to gain consensus for improvement initiatives, win over even the skeptical, and move the team forward toward production-readiness.”
Dana Badgerow, General Manager, AeroMet Corporation
more...
“After working with Ann, I wouldn’t hesitate to recommend her to anyone in need of a strategy, plan, arbitration, facilitation, etc.”
Chuck McCullagh, CFO, The Williston Northampton School
more...
“Ann Latham transformed our thinking about how our organization works. This discovery led us to a strategic model that solves our pain and opens new opportunities. She truly lives up to her brand of ‘uncommon clarity.’”
Suzanne Beck, Executive Director, Greater Northampton Chamber of Commerce
more...
“Ann is a captivating speaker, providing important principles in an approachable, common-sense way. Our audience enjoyed her depth and breadth of knowledge.”
Aimee Griffin Munnings, Esq., Director, Western New England College Law and Business Center for Advancing Entrepreneurship
more...
“The process that our committee engaged in was outstanding and the outcome of our work is truly exceptional.”
Russell Peotter, General Manager, WGBY - Public Television for Western New England
more...
“Ann’s work with us helped change the direction of three units very set in their ways and has opened up a myriad of possibilities for growth in the future.”
Joan Schuman, Executive Director, Hampshire Educational Collaborative
more...
“The time and stress saved by one phone call with Ann was astounding.”
Rev. Johanna McCune Wagner, Director of Religious Life, The Culver Academies
more...
Every organization would benefit from the material found in Ann’s audio seminar, “Meeting Mastery.”
Chuck Hatch, General Manager, Packaging Corporation of America
more...
Receive Our Complimentary Newsletter
Strategy, Results and Distractions - Beware Low Hanging Fruit!
Is your organization quick to pick the low hanging fruit? Do you gravitate first to the quick and easy? Are you prone to delay the bigger projects until you get those little ones out of the way?
Low hanging fruit is, by definition, quick and easy to implement, thus the lure to pick it is compelling. And picking the first piece usually exposes another, leading to an infinite quantity of low hanging temptations. While some of these quick fixes make excellent investments, many do not, and the nearly infinite supply can become a black hole for your limited resources.
Not only are the quick and easily-visualized fixes compelling, but the more important, strategic opportunities are often exactly the opposite because they can involve fundamental changes in how things are done. The most important initiatives will create an organization with new capabilities, new capacity, and new potential. These often require disruption to people, processes, resources, policies and/or technology. The complexity and level of departure from the norm can make both the goal and the path harder to visualize. The need for analysis and tough decisions ensures that many important opportunities will never be mistaken for low hanging fruit.
Here are some examples of low hanging temptations:
"Let's get this system working right first"
- Improving the ease, speed or accuracy of data entry for data that is unused or ineffective in improving results
- Increasing cycle count accuracy for inventory that should be disposed of
"First, let me catch up on my email"
- Reading, sorting and responding to email that does not contribute to the goals of the company
"I just need to get organized"
- Reorganizing files, electronic or paper, that are rarely, if ever, used
- Updating schedules and plans that are mostly fiction
"I know I can buy these parts for less somewhere else."
- Finding a cheaper supplier for a part that may be unneeded with strategic product positioning
"While we are at it…"
- Adding that extra software feature while making needed changes
- Fixing format inconsistencies in records before archiving them
One glance at the diagram below accentuates the dangers of pursuing low hanging fruit. You can readily see that success likely depends on a combination of easy and difficult tasks. You can also see that if your efforts are driven first by ease of implementation, you will squander resources on low hanging, unimportant fruit.
Are Your Resource Decisions Driven by Low Hanging Temptations?
You can't avoid inappropriate low hanging temptations unless your employees are clear about the strategic objectives. Employees make decisions all day long that consume resources. If they do not know and understand the organization's direction and priorities, they will pursue low hanging fruit. The only way to find out whether they are clear is for management to ask and listen.
Beyond that, you can listen for comments indicative of quick fixes, "We need to get a few things fixed and out of the way before we can start a bigger project." Strategic initiatives are rarely described as "getting things out of the way."
If you want to avoid the temptation of low hanging fruit, the following are critical:
- Have a clear strategy -- A clear strategy, well-communicated, with realistic expectations and only a few top priorities for any one individual makes it easier for everyone to focus on the right things.
- Assess each idea for strategic fit -- Insist that alternatives are weighed against strategic goals first. Ease must come second. There is nothing wrong with choosing an easy path as long as the strategic benefits are strong. Resist the temptation to invest in easy initiatives of medium strategic value over harder initiatives of high strategic value.
- Remain vigilant -- It is so tempting to tackle the quick and easy but 'tiny' tasks multiplied by infinity is a mighty big number!
Without strong vision, strategy and discipline, the low hanging fruit will keep you busy for a long, long time, leaving strategic issues to languish. Accelerate progress toward your vision by pursuing the strategic over the easy.
© 2007- 2010 Ann Latham. All Rights Reserved.
If You Found This Article Helpful, You May Also Want to Read These:
- A Clear and Compelling Strategy
- Are You a Victim of the Current or Steering Toward Your Future?
- Better, Lucky or Someone’s Habit?
- Mission, Vision… Poppycock!
- Don't Miss This Opportunity! - Nine Gifts of the Recession for Smart Companies
- Quality is NOT a Strategy
- Strategy - Do You Have One?
- Three Myths that Kill Strategy