Writing down what you've decided not to do

Good strategies close doors. The trouble is that closed doors are easy to forget, and every forgotten door eventually gets reopened by someone with a persuasive business case.

A short 'not doing' list — four or five lines, with the reasoning — protects a leadership team from relitigating the same choices every quarter. It also tells the organisation, more clearly than any vision statement, where effort should go.

What belongs on the list

• Attractive opportunities you have chosen not to pursue, and why.
• Existing activities you will stop, with a date.
• The evidence that would change your mind.