Planning is guessing
-nalpssenisubmret-gnol,rellet-enutrof aer’uoy sselnU
ning is a fantasy. There are just too many factors that areout of your hands: market conditions, competitors, cus-tomers, the economy, etc. Writing a plan makes you feelin control of things you can’t actually control.:eray llaery ehttah w snalpllactsu je w t’nody h W
guesses. Start referring to your business plans as businessguesses, your financial plans as financial guesses, andyour strategic plans as strategic guesses. Now you canstop worrying about them as much. They just aren’t worth the stress. When you turn guesses into plans, you enter a dan-ger zone. Plans let the past drive the future. They putblinders on you. “This is where we’re going because, well, that’s where we said we were going.” And that’s theproblem:Plans are inconsistent with improvisation. And you have to be able to improvise. You have tobe able to pick up opportunities that come along. Some-times you need to say, “We’re going in a new directionbecause that’s what makes sense
today
.”.ootpude w ercssisnalpegnar-gnolf ognimitehT
You have the most information when you’re doingsomething, not
before
you’ve done it. Yet when do you write a plan? Usually it’s before you’ve even begun.That’s the worst time to make a big decision.
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Rework by Jason Fried and David Heinemeier Hansson - Excerpts
Most business books give you the same old advice: Write a business plan, study the competition, seek investors, yadda yadda. If you're looking for a book like that, put this one back on the shelf.
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