How can you make strategic decisions when external factors are beyond your control?

Ao avaliar a situa??o é importante n?o só entender quais os riscos possíveis mas também filtrar os prováveis de acontecerem. Na maioria das vezes o plano ideal n?o é sobre evitar os riscos mas sim sobre saber quais s?o e se preparar para eventuais consequências. Ent?o, mais do que usar SWOT ou qualquer outra técnica de avalia??o de riscos e fatores externos, entenda quais s?o mais prováveis e tenha um plano de contingência para eles.

Making strategic decisions when external factors are beyond your control requires a proactive and adaptable approach. Here are some key strategies: Scenario Planning: Anticipate various possible scenarios based on external factors and develop strategies to address each scenario. This allows for flexibility and preparedness to pivot as needed.

Any good & informed decision is backed by research on consumer behaviour, buying pattern, competition, resourcefulness, and compliance to local laws plus the management intuition. Impact of factors beyond management control can never be mitigated but only minimised. Agile and lean organisation which has resource buffers for a bad time, helps in quicker response to such changes in external factors.

Quando fatores externos est?o fora do controle, tomar decis?es estratégicas pode ser desafiador, mas ainda é possível adotar abordagens que minimizem os impactos negativos e capitalizem oportunidades. Realizar uma análise detalhada dos diferentes cenários possíveis, considerando os fatores externos incontroláveis, pode ajudar a identificar potenciais desafios e oportunidades. Isso permite que a empresa se prepare para diversas eventualidades.

In order to access any situation 4 scenarios are mostly possible. -Your Awarenees /Understanding Is Wrong and Right about External Factors -External Factors are Manupulated and Real. First thing is to do "Critical Thinking" Now once situation is clear. Check was this happened first time in this world this situation happened? Read success stories of those times from real heros .See your current planning stage and make further adjustment in your proactive Risk Management Program.

Since the external environment is beyond the control of anyone, it is prudent to strengthen one's inner strength. Situation will require more operational decisions to deal with the situation. Quick decision after 360' assessment will help mitigating the associated risk sooner.

Desenvolver planos de contingência e estar preparado para ajustar as estratégias conforme as circunstancias externas evoluem é essencial. A capacidade de adapta??o pode ser uma vantagem competitiva em tempos de incerteza. Concentrar esfor?os na gest?o eficiente dos aspectos internos da empresa que est?o sob controle, como custos, qualidade, produtividade e inova??o, pode ajudar a mitigar os impactos dos fatores externos.

Let the external factor be. Control what you can based on different scenarios. Asume the worse and be ready to react. Look for alternatives and make a plan to minimize your risks. He proactive and not reactive.

Defining objectives is pivotal in strategic decision-making. A clear vision and mission provide direction and purpose, while SMART goals ensure specificity, measurability, achievability, relevance, and time-bound nature. Objectives should align with core values and principles, guiding decision-making processes. By establishing objectives rooted in vision, mission, and values, organizations can chart a focused and purposeful course towards achieving strategic outcomes.

Ao definir objetivos (metas), um guia bastante utilizado, após separar esses objetivos em categorias é testar se cada um deles atende aos critérios SMART: Specific; Measurable; Attainable; Relevant; Time based. Se algum desses critérios n?o for atendido, o objetivo deve ser repensado, ou descartado.

In reality, most of external factors are uncontrollable. You must take those factors into account when making strategic decision by analyzing its longterm potential threat or opportunity to your business. The more accurate the analysis, the better decision is taken. When the decision is made, you need to do periodic reviews on the uncontrollable factors to see if they are remaining relevant to your business operation, and accordingly, you may need to adjust your business operation. This will keep your operation agile to any change in the business environment

You could use Effort-Impact Matrix to identify which options will be focused on. High impact - Low Effort means low hanging fruits option that team could quickly execute and expect the high impact. High Impact - High Effort this option is need longer time frame, however team should focus on Low impact - low effort team could try it but not priority Low impact - high effort this is option that should not be focus

Evaluating options entails weighing pros and cons, risks, and uncertainties against objectives. Decision matrices, cost-benefit analysis, or decision trees aid in comparing options and predicting outcomes. Consultation with stakeholders and experts enriches decision-making by incorporating diverse perspectives and insights. By meticulously assessing alternatives, organizations can make informed choices that maximize benefits and mitigate risks in pursuit of strategic objectives.

Concentrar esfor?os na gest?o eficiente dos aspectos internos da empresa que est?o sob controle, como custos, qualidade, produtividade e inova??o, pode ajudar a mitigar os impactos dos fatores externos. Em resumo, ao enfrentar fatores externos fora do controle, as empresas devem buscar estratégias que promovam flexibilidade, adapta??o e foco no que está sob seu controle direto, ao mesmo tempo em que permanecem atentas às mudan?as no ambiente externo para tomar decis?es informadas.

Evaluating options and alternative solutions to achieve a target is the most important step. Advantages and disadvantages of all the alternatives should be evaluated. Time, cost, quality are few of the objectives that should be considered for deciding the best option. These evaluations should then be discussed with relevant stakeholders and their thoughts should be considered as additional inputs in decision making.

Form strategic alliances or partnerships with other organizations that can provide complementary strengths. Collaborating with external entities can help share resources, mitigate risks, and capitalize on shared opportunities.

Focus on Internal Strengths: Emphasize your organization's internal capabilities, strengths, and resources that can mitigate the impact of external factors. Invest in building core competencies, fostering innovation, and enhancing operational efficiency to maintain competitiveness in uncertain environments. Agility and Flexibility: Cultivate a culture of agility and adaptability within your organization to respond swiftly to changes in external factors. Develop flexible strategies that can be adjusted or revised based on evolving circumstances. Encourage open communication and collaboration across departments to facilitate rapid decision-making and implementation.

Selecting a strategy involves synthesizing evidence, data, intuition, and judgment to determine the best option. Considerations include feasibility, acceptability, and available resources and capabilities. Clear and persuasive communication of the decision, along with its rationale and benefits, to stakeholders is essential. By making well-founded decisions and effectively communicating them, organizations can galvanize support and alignment towards achieving strategic objectives.

Une prise de décision est rarement possible avec tous les éléments en main. Une décision stratégique doit, à mon avis, se prendre avec 2 paramètres : -Quelles sont mes certitudes ? -Quel est mon objectif final ? Ces 2 éléments permettent de prendre une décisions en fonction de chaque éléments clés : Data, contexte, antécédent, process et écosystème (Humain, politique, économique et environnemental). Mis en relation avec l'objectif final et son délai, cela permet de prendre une décision la plus pragmatique possible.

Qualquer que seja a estratégia escolhida, ela deve ter sido construída a partir da análise de cenários, de riscos e da escolha de objetivos. A partir daqui, uma estratégia bem montada deve ser visual, de forma que o caminho a ser seguido n?o sejam apenas páginas de um livro bom, mas um mapa que evidencie porque o caminho escolhido é o melhor, e porque outros caminhos devem ser evitados.

Develop scenarios for different potential future states based on various external factors. This can help you anticipate different outcomes and prepare contingency plans. By considering multiple scenarios, you can be more agile in responding to unexpected changes.

Implementation requires a detailed action plan delineating tasks, responsibilities, timelines, and budgets. Establishing a monitoring and evaluation system facilitates progress tracking and enables timely adjustments. Celebrating achievements and rewarding team efforts fosters motivation and morale. By executing strategies effectively and nurturing a supportive environment, organizations can realize their goals and drive continuous improvement.

Having various plans payed out in advance also helps you pivot instantly should the main plan go off course. Allow for sudden changes to the plans and make sure the team and yourself can adapt fast.

Escolhida a estratégia, a implementa??o sai do macro para o detalhe, atribuindo responsabilidades, cronogramas, limita??es de recursos, tarefas e indicadores. Definir milestones será fundamental para acompanhar o progresso e os indicadores financeiros e/ou operacionais.

Being responsive to an external change is the most important trait of a good business. If we can't control what happens on the external situation, we must control our response to it and align the team expectations accordingly.

Learn and adapt are a pre-requisite for any business whether exposed to external factors or not! A strategy is confirmed on the field, and solid customer feedback is the most efficient way to confront decisions and actual efficiency. Vertical businesses unaware of what happens in real life are opening the door to failure.

Estabelecer parcerias estratégicas ou colabora??es com outras empresas ou institui??es pode ser uma forma de mitigar riscos e enfrentar desafios comuns, compartilhando recursos e conhecimentos. Em tempos de incerteza, investir em pesquisa, desenvolvimento e inova??o pode ajudar a criar produtos ou servi?os diferenciados que atendam às necessidades do mercado em constante mudan?a.

Learning and adaptation are paramount for continuous improvement. Reflecting on strategy outcomes, identifying lessons learned, and best practices inform future decisions. Soliciting and valuing feedback from stakeholders fosters a culture of collaboration and innovation. Being flexible and agile enables timely adjustments to strategies in response to changing external factors or emerging opportunities. By embracing a learning mindset and fostering adaptability, organizations can thrive in dynamic environments and achieve sustained success.

Embracing feedback loops and viewing errors as opportunities for growth are fundamental principles that can drive innovation and resilience. Moreover, by acknowledging the inevitability of errors, organizations can adopt a "fragile" approach, recognizing that mistakes are not failures but rather stepping stones toward innovation. By reframing errors as experiments, businesses encourage risk-taking and creativity, leading to the discovery of novel solutions to complex challenges. In essence, integrating feedback loops and embracing error empowers organizations to navigate external factors with agility and forge a path toward sustainable success.

Future is always out of your hand , strategic decisions are taken based on available facts and information . Such decisions are based on your ability to see future based on available information and one should not be too much worried about outcome . Situation may change entirely on next moment . For example all strategic planning failed in covid 19 , and many disruptions are limited to a particular session of society and people . People survived who were good in taking decision based on present situation .

Nothing in this world is out of your control unless you have done a poor planning. Any execution of a plan should be done with a proper understanding of the subject in order to be in control off the plan. Going Out of control means any improper planning, however, in spite of a proper planning. If the situation goes averse, the best way is to relook at the plan, Introspect, correct your mistakes and start again. It is at this moment when everything fails your experience your understanding of the subject comes into the picture. Strategic decisions to make at this particular point is a to stop further damage and retake the lost control to execute the plan again.

The future is VUCA (Volatile, uncertain, complex, ambiguous) In a VUCA world, strategic decision-making requires adaptability and flexibility. Begin by scenario planning, anticipating various future scenarios and developing strategies to address each. Prioritize risk management, identifying and mitigating potential risks based on impact and likelihood. Foster a culture of agility and adaptability, encouraging employees to embrace change. Utilize data-driven decision-making, analyzing data to inform choices and predict outcomes. Promote collaboration and communication across teams, sharing insights and ideas openly.

Je penses qu'un élément majeur pour savoir prendre une décision, c'est le laché prise. Savoir quand laché prise face à une décision, c'est accepter de ne pas avoir tout les éléments en main mais la prendre quand même. Car c'est bien la tout l'enjeu, être capable de prendre la décision, et de savoir réagir si ce n'est pas la bonne. Plut?t que de ne pas en prendre du tout.

-Enhance stakeholder communication: Foster trust and alignment through clear, consistent updates. -Cultivate a resilient culture: Build an adaptable, innovative team culture that thrives on challenges and continuous learning. -Build strategic partnerships: Leverage alliances for shared resources, knowledge, and access to new opportunities.