Peter Drucker, often called the father of modern management, believed that effective leaders don’t just decide what to do; they also decide what not to do. I have found Drucker’s work to be both inspiring and practical at the same time. He was a visionary of his time, predicting ‘the knowledge economy’ long before it came into being. In this blog, I will explain one of his most powerful ideas, the principle of planned abandonment, and discuss how this one insight could change the way you make decisions.
What Is Planned Abandonment?
Planned abandonment is the deliberate act of reviewing your work, projects, products, or even habits, and making the conscious choice to discontinue what no longer serves your goals. The point being that success often breeds clutter, causing us to hold on to old practices, outdated projects, or even comfortable routines because they once worked. Sometimes, though, the energy spent maintaining these ‘comfortable routines ‘can come at a cost, draining resources away from what really matters. One high-profile example of planned abandonment can be seen in the contrasting responses from Kodak and Fujifilm when the digital camera was invented (ironically, by a Kodak engineer in 1975). Kodak made the choice not to pursue this innovation too aggressively, fearing that investing in digital photography would cannibalise their highly profitable film business. Instead of abandoning outdated practices (film development) and pivoting toward digital, Kodak doubled down on film and delayed the launch of its digital innovations.
In contrast, Fujifilm took the opposite approach; they recognised that the film market would eventually collapse and become obsolete. Fujifilm planned for the abandonment of film as its primary revenue stream. They invested early in digital photography and diversified into new fields where their expertise in chemicals and imaging could be applied. These included medical systems, cosmetics, and advanced materials. The results were stark: Kodak filed for bankruptcy in 2012, while Fujifilm remains a diversified, profitable global company.
Planned abandonment is not about failure; it is about finding the courage to let go of successful but declining initiatives to help us redirect our energy and resources toward future growth. The principle applies to large-scale projects like the one I mentioned above, but it is a lesson that can be applied in leadership, management, training and even in our personal lives.
What is the Value of Planned Abandonment?
If you are feeling stagnated or ‘stuck’ the idea of planned abandonment acts as a trigger to re-evaluate and clear away anything that no longer adds value. This helps you to make space for new ideas and innovation.
- In the modern workplace, time, money, and energy are limited; we need to free up time and resources to ensure that our energy is directed in the right way.
- We need to be future-focused to remain relevant in our role and be aware of evolving vocational landscapes. Following Drucker’s wisdom, “The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.” The task of letting go keeps us adaptable.
- For leaders and professionals, abandoning outdated goals or habits sharpens focus, helping us to maintain mental clarity.
Watch out for Planned Abandonment Opportunities
All too often, we miss the signs or fail to read the room; each of us has blind spots, and we have a strong tendency to become captive to our own habits. To avoid these blind spots, I suggest that you embrace some new habits:
- Schedule regular reviews to make abandonment a planned, routine process, not merely a reaction to a crisis. The simple habit of reviewing your commitments every six or twelve months towards abandoning what is not working.
- Ask the key question, “If I wasn’t already doing this, would I choose to start today?” Be honest. If the answer is no, it’s an opportunity for abandonment.
- Focus on results, not effort – you may be tricked into thinking that just because something takes up time, it will deliver results. Remind yourself that effectiveness comes from impact, not activity.
- Redirect energy to the future, understanding that abandonment isn’t about loss or failure, it’s about recalibration. Use the time and resources you free up to invest in opportunities that align with your vision.
Over the years, I have seen plenty of examples where professionals have practised planned abandonment, but one in particular stands out – a client of mine was dealing with a long-term customer who constantly demanded urgent, last-minute changes outside the agreed scope of work. The instinct was always to say “yes” to preserve the relationship. However, over time, satisfying the customer’s demands led to stress, mistakes, underlying resentment and often pushback from his team. Eventually, after a particularly bad blow-up with the customer, my client decided that something needed to change. He recognised through coaching and reflection that planned abandonment sometimes means letting go of the belief that saying no damages relationships. A firm but polite conversation ensued, which resulted in some solid and long-lasting boundary setting. To their surprise, the client accepted the boundaries and even respected the honesty. The relationship actually improved because communication became clearer and more professional. This lived experience illustrates Drucker’s insight that when we hold on too tightly to “what has always been done,” we often block the path to what could be.
Peter Drucker’s principle of planned abandonment is as relevant today as ever. In a world full of constant demands and opportunities, leaders and professionals who master the art of letting go will be the ones with the clarity and capacity to create meaningful impact. Sometimes, the bravest move isn’t adding more to your plate; it’s setting something aside to make room for innovation or new ways of doing things.
Janet Tumulty
29.9.25
