How do you solve a problem like... year-ahead planning?

Ahead of the new year, businesses of all stripes engage in deep strategic discussions about the challenges, opportunities and plans for the coming 12 months. Key to the success of a good plan, though, is knowing your limits and understanding which of your lofty ambitions are and are not achievable. Get it wrong, and you’re setting yourself up for disappointment and your team for burnout – but set your aim too low, and opportunities for profit and prestige may be missed. How do you balance the need to push yourselves with the risk of biting off more than you can chew?

How do you solve a problem like... year-ahead planning?

Shari Reichenberg, managing director of RAPP New York

If we’ve learned anything over the past two years, it’s that no one can realistically predict how unexpected social, economic, public health or environmental forces will suddenly and dramatically shift everything from how or where we work to why we work. The only thing we do know is that our business success fundamentally relies on our talent – and as such, our talent’s health and wellness, engagement and motivation, skills and capabilities, and overall sense of belonging will always be top priority.

That reality has centered our planning this year. When we truly put our talent first, other elements of our business plan actually start to prioritize themselves – such as which new capabilities to invest in, what types of client work to lean into, or which internal operations need to be improved. I’m excited by our ‘inside-out’ approach and ready to pressure test it in the new year.

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