A forecast is one view of what might happen. Preparing for different conditions gives you options when reality moves away from the plan.
One action to start with
Sketch three plausible trading conditions for the next year. Identify one decision that works across all three and one signal that would trigger a different response.
What this can look like
A plan built around steady demand may need a different staffing or stock decision if demand falls or accelerates.
Illustrative example. This is a short application guide to chapter 13, not the full chapter.
Bring it into the business
Ask your team where they see this pattern. Agree one decision, one owner and a date to review what has changed. Start small enough to act on what you learn.
Use the leadership meeting pack ↗Want an outside perspective?
Make clear choices, translate them into priorities and build a regular rhythm for reviewing progress.
Read the full chapter
Chapter 13 starts on page 66 of The Questions You’re Not Asking.