Who your records practice is for, and what that means for your program.

One of the questions everyone should ask about their program "who is this program for?"

The reason is simple - it's the biggest constraint on your ability to get power in your organisation, and to get things done.

There are lots of ways to tell who your program is for - but the simplest, is that they're the people who are prepared to show up to defend your program, and fight for more resources and power when you're not getting what you need.

There's a hint here too about how to think about what you need in your program, and how to reorient it.

If you need more capital in your program, you might be able to re-orient it towards the priorities of senior executives - whose whole role is capital allocation.

If you need more coercive power - as in, you need people to tell other people what to do - orient your program towards the concerns of middle and front line managers.

And if what you really need is action at the front line, orient your program towards the priorities of the people you need to take action.

Of course, each one of these is roughly substitutable.

Getting it right is about understanding the levers of power in your own organisation.

One thing is also certain.

If your program is oriented towards serving the needs of people who can't show up to fight for it, or won't show up to fight for it, there's a pretty good chance that you're going to fail.