Backwards Series: thinking from the end

The "Backwards" series starts from a simple idea: often the most sensible path is not to move straight ahead, but to start from the end. First ask where we want to go, with what we have, and only then design the steps. Here I share seven reflections on strategy, innovation, mistakes and wellbeing at work.

Strategy without consistency between values and actions is merely a statement of intent

A strategy only takes shape when what we say we value can be seen in what we do every day. Without that consistency, plans stay on paper: well written, but with no real effect on people or results.

Thinking backwards may be the most suitable approach to planning

Planning backwards means starting from the available resources to set realistic goals — and then improving. It is not about lowering ambition, but making it achievable, adjusting course as we learn.

Strategic vision lies in the ability to create provocative answers that make others want more

Strategic vision is also about sparking desire. Creating proposals "provocative" enough that others want more — and then delivering what we had already planned as the answer from the start.

Our capacity to innovate starts with the recipient of our action

Innovation starts with those who receive our action and their real need. It is through the trust we earn and our ability to respond that we gain the legitimacy to start the disruptive processes that make us unique.

We are limited, we do not have to know everything, but we should see what we do not master as a stimulus to grow

Recognising limits is a starting point, not a weakness. Nobody has to know everything; what makes the difference is seeing what we have not yet mastered as a stimulus to grow.

Mistakes are the consequence of doing and of the innovative process

Those who do, make mistakes — and those who innovate make even more. Mistakes are a natural consequence of action. Knowing how to deal with them, learn and move on is what makes us true "Persons of interest".

Paying for fruit or mindfulness sessions is pointless if the company does not understand that the foundation of mental health lies in relationships

Daily fruit, meditation, mindfulness or relaxation sessions can help, but they are not enough. The foundation of workers' mental health lies in relationships: in how people are led, listened to and treated every day.

Thinking backwards is, ultimately, getting back to the essentials: consistency, people and relationships. If any of these ideas resonate with you, write to me through the contact page — I would love to continue the conversation.