I encourage our board members to send us e-mails about potential partners. Employees saturate me with ideas about new approaches. My partners and I conduct daily, weekly, monthly and quarterly reviews to ensure we're talking about all the right things all the time. Decide and Act Deciding and acting moves from absorbing, filtering and processing information to calculating and executing both bold and incremental actions to achieve an objective. Of course, the problem with the fog of complex problem-solving environments is that objectives may frequently change.
Nothing accentuates the tension and anxiety of working in the fog like a lack of objectives.
In running our new business, we rapidly evolved a set of objectives over several months and ended up with six strategic goals that drive all our goal setting, performance measurement, risk assessment, and organizational roles and responsibilities. Have a plan and be willing to change it. Know where your opportunities and risks are likely to be. Then have victory and escape routes planned. My businesses all had plans from the beginning, but the process of changing and adjusting our thinking was as important as the plan itself.