Transformation in uncertain times: McKinsey’s Seth Goldstrom explores how to tackle both the urgent and the important

In a world where everything seems simultaneously urgent and important, today’s CEOs face a unique challenge when it comes to setting priorities. As McKinsey’s Seth Goldstrom notes, of course leaders can begin the journey by choosing priorities—but “to sustainably transform an organization’s trajectory, leaders will need to efficiently implement improvements across the whole of the organization.”

In this landscape, how can leaders approach the urgent and the important while also driving top performance and value creation?

As Seth and his colleagues note in the article, organizations could opt for a structured, sprint-based approach known as “road-mapping” to help them reach their full potential.

“Road-mapping’s premise is simple: initiatives with different levels of urgency, importance, and complexity often require different planning and implementation horizons. To meet this challenge, road-mapping organizes initiatives into a series of themed “sprints”—time-bound planning and implementation efforts aligned with the organization’s priorities.”

“After setting the themes and sequence of the sprints, the organization turns the proposed initiatives of Sprint 1 into comprehensive plans and begins to implement them; meanwhile, the planning process for Sprint 2 begins, and so on. In this way, organizations tackle urgent issues right out of the gate in Sprint 1 but follow a defined pathway ensuring later sprints address the important and the complex alike.”

Learn more in the article here.