What do you do if your strategic decision making isn't yielding desired results?

Evaluate: Track progress against goals. Are there gaps? What's working, what's not? Analyze: Dig deeper. Why aren't things working as expected? Consider external factors, internal execution, or even the strategy itself. Refine: Based on your analysis, make adjustments. Adapt tactics, resource allocation, or even the core strategy if necessary. Be Flexible: The best strategies are living documents, not set-in-stone plans. Regularly assess and be prepared to course-correct. Learn: Every decision, successful or not, is a learning opportunity. Use this knowledge to improve future strategies. Remember, agility is key. By continuously monitoring and adapting, you can get your strategy back on track and achieve your desired results.

When your best-laid plans seem to be leading nowhere, it's time for a strategy shake-up! Ditch the tunnel vision and reassess your decision-making lens through a wider aperture. Gather a cross-functional brain trust to pressure-test assumptions and uncover blind spots. Dig deeper into market insights, diving beyond surface metrics to decipher underlying drivers. And don't be afraid to pivot boldly - a timely strategic pivot beats sluggishly persisting down an ineffective path. With an agile, inclusive approach fueled by rich data and diverse perspectives, you'll sharpen your decision-making prowess and chart a new course to success.

When your strategic decisions aren't hitting the mark, don't just reassess goals—rethink your approach entirely. Look for patterns or missed opportunities that could inform a new direction. Don't be afraid to pivot if necessary. Sometimes, the most successful strategies come from unexpected places.

Creating and revising strategy goals include: 1. Assessing present performance by contrasting tactical choices with anticipated results and pinpointing areas of deficiency. 2.Verifying that the organization's vision is still relevant and that it is in line with business strategy. 3. Recognizing and responding to internal and external alterations that have occurred after the initial goal-setting. 4. Mapping industry trends, consumer expectations, team dynamics, resource availability, and external sources. 5. Embracing agility as a strategic realignment through routine goal reevaluation. 6. Regularly reviewing objectives in order to preserve relevance and usefulness in a changing business environment.

Algo útil que faço com frequência é revisitar o planejamento estratégico e os estudos de marca para reavaliar os principais objetivos traçados e conferir as metas atingidas até então. Depois disso, revalidar o projeto com seus fluxos e processos e, aí sim, reavaliar as metas.

Gathering feedback is like hitting the reset button on a video game (I don't play much of it but I know how it works). It gives you a chance to reassess your approach, level up your strategy, and maybe even find a secret power-up you didn't know existed. Ultimately, it's your key to unlocking success in your strategic journey.

Como já disse aqui algumas vezes, o feedback tem que estar na cultura do time. Em todos os sentidos, seja vertical ou horizontal. As pessoas precisam conversar. E quanto maior a diversidade de opiniões das pessoas, teoricamente é mais fácil ter novos ângulos e novas opiniões.

Feedback is the name of the game. Even before you embark on a project, gather feedback, feel the pulse. Stay permeable to ideas and suggestions. Align your strategic thinking to the pulse around- now relook at your strategy. Implement the changes and see, what your plan looks like. Credit, those who have contributed to the changes. Your strategy just got stronger.

Gather all available data related to the strategic decision in question. This may include financial reports, market research, customer feedback, employee performance metrics, and any other relevant information. Determine the key performance indicators (KPIs) that were used to measure the success of the strategic decision. This could include metrics such as revenue growth, market share, customer satisfaction scores, or operational efficiency.

Uma cultura data driven é fundamentada na utilização de dados para guiar decisões e estratégias empresariais. Compartilho alguns insights que tive ao trabalhar com empresas que têm essa cultura: Liderança Engajada; Qualidade de Dados; Compartilhamento de Conhecimento; Experimentação; Transparência; e Responsabilidade.

Today, data tools are aplenty and cost efficient.. Never shy away from metricizing. Even emoticons have turned tangibles. Take time out to analyse and implement a tool that serves your goals and organization needs. Base your facts on data, and the acceptance simply becomes scientific. This evaluation can become a stable yardstick. Whether, it is engagement with internal communication or external platforms, base it on data. Remember to evaluate the data consistently. Feedback mechanisms are equally important to validate data.

I would adjust tactics. I never want to change Strategy (why), but tactics, yes (what and how). All the other pieces listed need review, but with the end being to adjust tactics.

Every campaign should be designed to evolve from where it is. Communication professionals should always think and plan with the end in mind. While working towards results, constantly ask why and why not, and be open to tweaking and small changes along the way. A solid plan does not mean- no changes, it should accomodate feedback and changes. So keep your plan versalite and permeable. Adopt new ways of "how" you do things.

Implementing changes can be challenging, if collective involvement and collaboration is low. Make the change communication very clear and have leadership involvement across. Devise action items that are visible and approacheable. Gamify some part of the elements for better participation and accountability. Be a catalyst and lead by example for more to follow.

This is the story of any corporate communication executive. Sometimes it works and sometimes it does not. If your strategic decision-making isn't yielding the desired results, I have always tried to foster a culture of resilience and openness n all my teams. Encouraging them to experiment with innovative approaches led to discover new pathways to success or at least creative ways to make it work. We also engaged regularly in brainstorming sessions to explore alternative strategies to try to invigorate the process and potentially unveil fresh solutions. All the points mentioned in this article do work as well, I just wanted to add another angle to help!

When strategy flops, go back to the basics. Often, this happens when goals or desired outcomes aren't mapped correctly to an audience or intended community. Move backward and make sure you're adopting a cross-functional approach to discovery. What questions weren't asked or addressed? What data is missing? What team(s) are critical for success, but weren't included in the discovery and design of your strategy? Cast a wider net in the beginning to get more narrow and accurate at the end. And don't be afraid to learn from your mistakes!

As you are evaluating the effectiveness of your strategic decision making and iterating the approach also consider: Am I trying to do too much, too fast? Are my expectations realistic? Am I missing key insights? There are may times the strategy is sound in and of itself, but the timing, pacing or competing priorities are contributing to failure.