Sooner or later, every leader has to take a hard look at a product or service they offer and figure out whether it still deserves a place in the business. Usually, that means choosing one of three paths: doubling down on it, revamping it or moving on.
Peter Drucker believed that last option deserves far more attention than it gets. He called it “planned abandonment” — the discipline of regularly letting go of what you’ve outgrown, or what’s become obsolete, so that you can free up time, talent and money for what’s next. As he saw it, the first step toward growth “is to decide what to abandon.” He even offered a simple question to guide that decision: If we weren’t already doing this, knowing what we know now, would we start it today?

