When HubSpot was in its earliest stages, I used to say yes to almost anything: new features, new initiatives, new ideas. It empowered my team to move fast and get things done. I prided myself on being a “yes” man. We were working hard on getting product-market fit right, so anything we could do to get more customers and to find the right feature mix was a critical learning opportunity.
The Art of Strategy Is About Knowing When to Say No
We developed a tool to help.
January 26, 2018
Summary.
In Hubspot’s early days as a startup, CEO Brian Halligan prided himself on being a “yes man” — saying yes to every exciting and half-way feasible idea someone on his team pitched. But this eventually resulted in a chaotic lack of focus for his employees. So, he learned to say no. To say no strategically, the company developed a tool called the MSPOT. With it, they articulate their Mission, the constituencies they Serve, the Plays they’re going to run this year, the plays they are going to Omit, and how they will Track their progress. Using this tool has allowed Halligan and his team to be more careful about how they spend their time, money, and other limited resources.
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How to develop a winning strategy—and put it to work.
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New!
HBR Learning
Strategy Planning and Execution Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Strategy Planning and Execution. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
How to develop a winning strategy—and put it to work.