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Discovery-driven planning is a planning technique first introduced in a Harvard Business Review article by Rita Gunther McGrath and Ian C. MacMillan in 1995 [1] and subsequently referenced in a number of books and articles.
McGrath is the bestselling author of five books and is one of the most widely published authors in the Harvard Business Review, including “Discovery Driven Planning” (1995), which was recognized as an early articulation of today’s “lean” startup philosophy and has been cited by Clayton Christensen as “one of the most important ideas ...
Assumption-based planning in project management is a post-planning method that helps companies to deal with uncertainty. It is used to identify the most important assumptions in a company's business plans , to test these assumptions, and to accommodate unexpected outcomes.
While there are approaches which see digital transformation as an opportunity to be seized quickly if the dangers of delay are to be avoided, [8] a useful incremental approach to transformation called discovery-driven planning (DDP) has been proven to help solve digital challenges, especially for traditional firms. This approach focuses on step ...
In an article published in the Harvard Business Review in 2013, Steve Blank described how the lean startup methodology also drew inspiration from the work of people like Ian C. MacMillan and Rita Gunther McGrath who developed a technique called discovery-driven planning, which was an attempt to bring an entrepreneurial mindset to planning. [15]
As Benjamin Franklin once wrote, "In this world, nothing is certain except death and taxes." And nowhere is this more relevant than estate planning. Read Next: 6 Money Moves You Must Make If You ...
Early research demonstrated that directed discovery had positive effects on retention of information at six weeks after instruction versus that of traditional direct instruction. [ 7 ] It is believed that the outcome of discovery based learning is the development of inquiring minds and the potential for life-long learning.
Strategic planning is a process and thus has inputs, activities, outputs and outcomes. This process, like all processes, has constraints. It may be formal or informal and is typically iterative, with feedback loops throughout the process.