Refresh on Repeat means reframing the problem at regular intervals. “Good” looks like revisiting assumptions, challenging the original question, updating scope based on new inputs, and killing work that no longer adds value. Leaders who refresh on repeat keep teams aligned to what matters most.
This imperative drives two outcomes: smarter framing that avoids solving the wrong problem and fewer wasted cycles chasing low-value work. It ensures decisions stay relevant longer.
Teams drift into irrelevant work. Projects balloon without value. Rework grows as decisions go stale. Cross-functional partners feel frustration as shifting priorities cause churn. Customers see scattered focus and inconsistent output.
Execution stays aligned to real priorities. KPIs move: abandoned low-value work increases (a positive sign), strategic alignment scores rise, and cycle time improves. Teams make better decisions earlier.
A director realized her team was executing against a question that no longer matched market realities. She paused, refreshed the framing, eliminated a week of low-value tasks, and redirected effort to a higher-impact opportunity. The shift saved budget and accelerated time-to-value.
To sharpen reframing discipline, see Innovation 300: Kill the Old Way for eliminating legacy work and Purpose 200: Make Usefulness the Point to filter what truly adds value. For better early detection, explore Learning 100: Follow Your Confusion.
