Every organisation I walk into has a plan. Slides, pillars, a five-year horizon, a tidy set of numbers. What most of them don't have is agreement on the question the plan is supposed to answer.
That's not a planning failure. It's a framing failure. And you can't fix framing with more analysis.
Start with the argument, not the answer
The fastest way to find the real question is to get the disagreement out of people's heads and onto the wall. Not a survey. Not a pre-read. A room, a marker, and permission to say the thing everyone already knows but nobody has written down.
In a health business it usually sounds like: are we selling to the clinician, the payer, or the person? Pick one and half the strategy writes itself. Refuse to pick and you'll fund all three badly.
No bullshit is a method, not a personality
Being blunt isn't the value. The value is that when someone names the sacred cow out loud, the group stops spending energy protecting it and starts spending it on the decision. That's the whole trick, and it takes an outsider to do it cleanly.
Where next isn't a tagline. It's the discipline of refusing to move until the question is honest.