You’d never approve a factory expansion without due diligence. So why do you green-light strategic growth bets without a proper reality check?
On paper, your growth initiatives look solid. Timelines. KPIs. Teams assigned. But what the professionally crafted slides do not say: One third of corporate growth initiatives carry hidden, unmanaged uncertainty. They’re not “Core.” They just look like it.
And that’s a problem. Because you’re running innovation bets like you’d run operations. Here’s what that costs you: Strategic drift. Budget waste that compounds. Teams stretched thin to compensate for wrong assumptions. Surprise failure — six months in, and very, very public
And let’s be blunt: At your level, one bad surprise doesn’t just stall a project. It can stall your credibility.
So what should you do?
Set up a 90-minute SWAT session. Pull in Product. Strategy. Sales. Ops. Have them go deep on your top initiatives. Ask three questions:
What do we assume will happen?
What must be true for this to work?
Where are we guessing?
You’ll uncover gaps you didn’t know were there. And you’ll prevent slow-motion failures before they start.
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