While this statement is fundamentally correct, it can also be dangerously misunderstood. When initiating any project, it must be crystal clear that the project objectives will lead to the desired market success. If evidence emerges mid-project that success is unlikely, the project should be paused, objectives reassessed, and then restarted with revised targets and plan.
However, I have frequently observed that constant questioning of project targets becomes counterproductive, distracting teams from execution and leading to delays, postponements, and compromised product quality.
Excellent point, Uwe. I completely agree that while we need to stay aware of changing realities, too much questioning—especially in the absence of meaningful data—can bog teams down. The real challenge of knowing when to pause and re-plan vs. when to stay the course. Or, healthy reevaluation vs. paralyzing doubt.
While this statement is fundamentally correct, it can also be dangerously misunderstood. When initiating any project, it must be crystal clear that the project objectives will lead to the desired market success. If evidence emerges mid-project that success is unlikely, the project should be paused, objectives reassessed, and then restarted with revised targets and plan.
However, I have frequently observed that constant questioning of project targets becomes counterproductive, distracting teams from execution and leading to delays, postponements, and compromised product quality.
Excellent point, Uwe. I completely agree that while we need to stay aware of changing realities, too much questioning—especially in the absence of meaningful data—can bog teams down. The real challenge of knowing when to pause and re-plan vs. when to stay the course. Or, healthy reevaluation vs. paralyzing doubt.