The Focus and Leverage Improvement Book by Robert A. Sproull

Author:Robert A. Sproull
Language: eng
Format: epub
Publisher: Taylor and Francis

Step 2—Define the Obstacles/Interferences

When a group consensus is realized, and the objective has been clearly defined, then you need to look for the obstacles or interferences to characterize “why” you can’t have what you want. Again, when using the ID for strategy development, the obstacles or interferences can, and most probably will, cross many organizational functions. There is no minimum or maximum number of obstacles or interferences required. Rather, you should be looking for a list of interferences that is comprehensive enough to surface those entities that are really standing in the way of your success. Suppose, for this example, our cross-functional team listed the following obstacles and interferences for achieving the Objective/Goal of “Increased Revenue.” The obstacles/interference list might look something like this:

1. Not enough sales

2. No markets to grow into

3. Customer has low perception of our product

4. Products are priced too high

5. Competitor has higher quality

6. Production takes too long

This list defines the obstacles and interferences that are perceived to currently exist that block successful achievement of the goal. These are the things that stand in the way of being able to achieve “Increased Revenue.” This list can, and probably will, seem a bit overwhelming when you look at it, but don’t lose faith just yet. Let’s do the rest of the steps and see if we can tame the beast.

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