Business plans and strategy plans are great. They can serve as a road map to the growth of a business and often time can help steer people away from making decisions that don't fit into the core of their model. The problem with plans are they are often too rigid and they are often idealistic. Planning for your business to be a unicorn is great for moral and ego stroking, but it is as realistic as predicting lighting strikes. A good plan should outline short achievable goals that don't require giant disruptive shifts in operations and market presence. The term minimally viable product (MVP) is the catchy phrase for startups launching new products in order to beta and review market reaction to a new product. The same principle can be applied to a growing business, already viable business. Yes, this is contingent on having a business that has already seen some success and is looking to expand, not a brand new business. Dust off those 7th grade science books and you will read about this same basic principle known as the scientific method. Variables and controls. Keep the foundational items as your constants while you make small and controlled (and measurable) changes. Baby steps. We are making a big assumption here that you are tracking and measuring where and how you develop new business. Try adding a service or product to an existing offering to gauge customer adoption. If your wine bar doesn't offer food you don't have to build a gourmet kitchen, try offering light snacks or apps before ordering a year’s supply of steaks. These small adjustments are not only easier for consumers to adopt but for staff as well. Remember that staff adoption is almost as important as consumer adoption when you are asking people to take on additional workload and responsibilities without necessarily changing compensation. Evolution is a process that takes time, but if done correctly can lead to healthy sustainable changes.