Let’s say you are a marketing manager with a portfolio of 15 brands across three categories.
Revenues are under pressure. You are thinking of what you should do.
Say you have three choice
(a) add a few more brands
(b) kill a few brands
(c) do nothing (yes, this is always a choice)
What would you do?
My guess is, that if we surveyed 100 brand managers, option (a) would have the highest percentage. Agree?
But maybe killing a few brands and concentrating all the investment in the rest is the best course of action. But a scary one.
The same happens when we see processes not being followed or we want better quality to be produced by a team. The instinctive reaction is to increase the oversight, increase the number of forms to be filled, and increase the number of things that need to be measured and reported. But is that always the best thing?
This story will throw some light on this phenomenon and talk about how we need to build our subtracting muscles and subdue our urge to add.
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