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**Frame a leapfrog question**
Once you’ve identified a strategic problem that is clear, impactful, and based on your customers' behaviors, your next step in the strategic process is [framing a question to guide your thinking](https://www.ideou.com/blogs/inspiration/why-leadership-is-not-about-having-all-the-answers?_pos=4&_sid=ef4547913&_ss=r). A common mistake Roger sees people make in this step is [framing a catch-up question](https://rogermartin.medium.com/the-tragic-futility-of-investing-to-catch-up-aaf4b5c90e0f)[.](https://rogermartin.medium.com/the-tragic-futility-of-investing-to-catch-up-aaf4b5c90e0f)
You want to pursue a strategy that’s worth pursuing. Catch-up measures, like investing $300 million to get your distribution system “up to par,” are often less effective than expected, while leapfrog measures lead to greater returns than planned. Instead of asking how you might catch up with a competitor, ask how you can win in the marketplace.
Strategic Planning: How to Get Started
IDEO U
And the most visible and profound change is typically the move from funding, building and shipping features and projects on specific dates, to funding, building and shipping products to achieve the necessary outcomes.
Today, this is commonly referred to as moving from output to outcomes. I also like to explain this as moving from time-to-market to time-to-money.
I often look at the Objective and see if there are words that could be quantified. In the example above, “love” becomes NPS4 and “sales” becomes referrals. Both are measurable outcomes.
Radical Focus SECOND EDITION
Christina Wodtke
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