April 28, 2024
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You just made a big, impactful decision, only to realise that the impact didn’t land the way you had intended. Well, if you can truly relate to this, you’re not alone. A 2025 global survey of 750 business leaders found that 58% of organisations base their key decisions on inaccurate or inconsistent data.
Well, the stat isn’t half as shocking as the reason behind it. Such decisions are often the result of not fully understanding or trusting the information already available. At least this serves as a reminder that business decisions are not one-and-done.
Are you in the habit of treating your business choices as permanent? That could be the very reason behind thwarted growth. The truth is that many business decisions were never meant to be set in stone.
Let’s dive deeper with this article; we will explore three business decisions that are often set in stone but should not be.
If only pricing were a line item on a proposal, right? It's good news that this aspect of business is much more complex than that. Pricing makes a strategic statement about your organisation’s intent and positioning.
Whether you head a solo consultancy or a successful mid-sized enterprise, pricing decisions impact how the market perceives you. They may also influence the way your team allocates time and resources, which in turn determines the scope of scaling.
The truth is that many companies still struggle to convert pricing strategies into tangible results. According to a 2025 industry survey, 84% of companies said they had strong pricing power. Sadly, 58% were able to realise only half of the intended price increase. Why? Mainly due to executive challenges stemming from outdated tools and processes.
We can observe a common problem here. Pricing often tends to become static once it's been set. What should be revisited gets stuck in a loop of past optimism. This ends up limiting:
Business leaders need to stop considering pricing to be a set-and-forget decision. It should evolve with the business. A strategic pricing review, done at regular intervals, ensures there are no outdated assumptions at play.
Every business naturally accumulates commitments over time in the form of contracts, subscriptions, and agreements. Such commitments do provide stability, but they can also limit flexibility and growth if left unexamined.
Here, we’re getting at the external obligations that mould the way your company operates. If you hold onto outdated commitments, chances are inefficiencies and unnecessary costs will follow.
High-performing leaders know that the decisions that once felt right may no longer serve their current business strategy. The key takeaway is that commitments only serve you if they are actively managed.
Think of this like health insurance. LIFE143 shares that you get only two main periods to make changes. If you miss your cue, you will likely get stuck in an insurance limbo until the next season rolls by.
Many companies need to change insurance plans mid-year to meet employee needs or adjust coverage. Neglecting this may lead to payments that no longer fit the workforce's needs. Similarly, long-term business agreements that aren't reviewed periodically can stunt your organisation’s growth and agility.
So, is it time for you to examine your commitments? These signs mean, “yes, it’s time!”:
Without hesitation, you should treat long-term commitments as ongoing decisions, not static obligations. Agility of an organisation depends on periodic reassessments, so free up resources for growth initiatives while you can.
What gets done is important, but not the most impactful in terms of making business decisions. It's more about what you continue to take responsibility for as the organisation grows.
During the early phases, it's quite natural to be deeply involved in every aspect of your business. As the enterprise further matures, it makes little sense to hold onto execution-level tasks or decision bottlenecks. If you do, they will only limit productivity and clarity.
As per a recent leadership report, delegation is the most effective skill to prevent burnout. Still, just 19% of rising leaders demonstrate strong delegation abilities. This doesn't imply that the problem is a personal failure.
It's more of a strategic challenge that affects organisations of all sizes. Need some signs that show it's time to reassess your responsibilities? Look for the following telltale ones:
Don't worry, as you won't be abdicating leadership by reevaluating your personal responsibilities. Great leaders are masters of delegation, as this makes room for faster execution and increased innovation. Responsibility is also a dynamic decision, one that marks the difference between stagnancy and sustainable growth.
Making business decisions is pretty easy. The real magic lies in rethinking those decisions. Companies that keep questioning (not second-guessing) their decisions discover hidden opportunities that others miss.
It's just like growth in the natural world. If you never stop to prune and experiment with new seeds, growth stagnates. So, treat every decision as a flexible tool, not a rigid rule. Since the business landscape keeps changing, why should your decisions be set in stone?
Your pricing makes a strategic statement about your business. If it remains static, it can quickly become outdated, limiting your profit margins, the customers you attract, and your ability to react to market shifts. A flexible pricing strategy evolves with your business.
You should review commitments when you notice signs of misalignment. These include having contracts that no longer match your current priorities, partnerships that drain more resources than they provide, or agreements that restrict your operational flexibility.
When you don't delegate, you can become a bottleneck, slowing down decisions and hindering productivity. It often leads to burnout, keeps you stuck in daily crises instead of strategic work, and can make your team hesitant to take initiative.
Treating key decisions as flexible rather than final allows your business to be more agile. It helps you uncover hidden opportunities, free up resources for growth, and adapt effectively to the constantly changing business landscape, ensuring sustainable progress.
Developing a flexible and effective business strategy can be challenging. Working with a business coach, like the experts at Robin Waite Limited, can provide the guidance and external perspective needed to review your pricing, commitments, and responsibilities for optimal growth.
You just made a big, impactful decision, only to realise that the impact didn’t land the way you had intended. Well, if you can truly relate to this, you’re not alone. A 2025 global survey of 750 business leaders found that 58% of organisations base their key decisions on inaccurate or inconsistent data.
Well, the stat isn’t half as shocking as the reason behind it. Such decisions are often the result of not fully understanding or trusting the information already available. At least this serves as a reminder that business decisions are not one-and-done.
Are you in the habit of treating your business choices as permanent? That could be the very reason behind thwarted growth. The truth is that many business decisions were never meant to be set in stone.
Let’s dive deeper with this article; we will explore three business decisions that are often set in stone but should not be.
