Questions asked by planners
Results produced by the organization

This book revisits the essence of planning.
"Why is this plan necessary?" "Whose behavior do we want to change?" "What exactly is success, exactly?" The author included 27 questions necessary for planning in this book, based on problems he actually encountered in the field in Korea, rather than theories popular in Silicon Valley.

It is largely structured around starting and running.
"Questions to Start Planning" introduces key questions that serve as the basis for execution, such as project goals, priorities, and performance indicators. "Questions to Clarify Your Customers" cautions against the mistake of overly broadening the target, and contains strategies for narrowing down and defining your core customers based on real-life examples.
'Questions for Execution' is composed of questions that enhance the execution of plans, such as idea verification, collaborative design, and market positioning.
In addition, we provide guidance on checking the completeness of the plan through questions that must be checked immediately before execution and during the retrospective stage after planning.

When marketing performance stagnates, retention declines, and the organization feels fatigued, what questions should planners ask to turn the tide?
“Questions are a compass,” the author says.
This book will give you a planner's toolbox to change the flow, design strategies, and drive results through questions.

The road to planning is rough and uncertain.
Sometimes I doubt myself countless times and taste the bitterness of failure.
But the courage to willingly take on those worries and frustrations is the true quality of a planner.
It's okay if it's not perfect.
The important thing is the attitude of not stopping.
There will come a moment when the questions you have been piling up will shine.
At that moment, the high wall called planning becomes a staircase that makes me stronger and leads me to a higher place.
--- p.8

The essence of planning is to derive the optimal solution in a complex situation.
It's not about making superficial plans, but about engaging people in the best way possible for the situation.
[...] In conclusion, planning is the act of reading people's minds and leading them to action.
Reading the customer's needs, understanding the developer's reality, respecting the designer's perspective, and considering the management's goals.
Designing the flow so that all these people are heading in the same direction.
That is the role of the planner, and that is why the power of questions discussed in this book is necessary.
--- p.14~16

The sharper the questions become, the more powerful the plan becomes.
That question shapes your actions, changes the quality of your performance, and shapes the next steps in your career.
How deep is your thinking?
--- p.22

Planners often make the mistake of considering only the goals or customers presented by the leader.
But this is a big pitfall of planning.
Who really needs to take action to achieve your goals? They are the stakeholders.
Depending on the situation, the stakeholders change.
For example, when planning a report to be submitted to a representative, the representative becomes the stakeholder, and when planning a service for the public, the customer becomes the center.
--- p.55

The moment you answer this question, planning goes beyond simply listing ideas and becomes a strategy for designing customer behavior and value experiences.
Changing customer behavior is the fastest way to business success.
Let's not forget that planning, from beginning to end, ultimately begins with the customer's actions.

--- p.101