by Tyler de la Plaine, PhD, CPM
Making complex, high-stakes decisions can be intimidating—especially when outcomes are uncertain and the pressure is intense. In military operations, particularly during wartime, timely and accurate decisions can determine survival. Similarly, in the world of business, the ability to make swift and informed decisions often marks the difference between success and failure.
To support business owners and organizational leaders in navigating these challenges, Dr. de la Plaine developed a robust decision-making and strategic planning framework called STEAME—Strategic Tactics for Envisioning, Actualizing, Measuring, and Evaluating. STEAME is a Dynamic Actualization Decision Model (DADM) using a comprehensive, 10-step process designed to help leaders make high-impact decisions, craft strategic plans, and implement them effectively.
The STEAME model guides users through the full decision-making and execution 10-step lifecycle:
1. Determine and Specify – Clearly define the issue, goal, or challenge.
2. Research – Gather relevant data and contextual information.
3. Analyze – Examine the data using structured qualitative and quantitative methods.
4. Assess – Evaluate the implications and connections within the findings.
5. Strategize – Design a targeted, actionable plan aligned with organizational goals.
6. Envision – Mentally simulate success and foster stakeholder alignment.
7. Actualize – Implement the plan using effective leadership and communication.
8. Measure – Monitor progress using defined metrics and feedback tools.
9. Evaluate – Interpret results and assess the plan’s overall effectiveness.
10. Adjust – Refine the strategy based on outcomes, lessons, and emerging needs.
With STEAME, leaders are equipped to make informed, confident decisions that drive meaningful, measurable outcomes—even in the most uncertain environments.
Step Nine Evaluate The Progress
At the program’s launch, designated internal human resource personnel or qualified external evaluators should take responsibility for analyzing and evaluating progress data. These evaluators will assess the effectiveness of the strategic plan and its initiatives at regular, predefined intervals, ensuring alignment with the original goals and objectives.
Evaluations must include quantitative and qualitative insights, offering a comprehensive understanding of the program’s impact. To ensure consistency and validity, the same evaluation methodologies and techniques established in Steps 3 and 4 should be applied.
Data analysis should be conducted rigorously using inductive (bottom-up) and deductive (top-down) reasoning to draw accurate, meaningful conclusions. This dual approach allows for a nuanced interpretation of results and supports the creation of a robust, evidence-based report.
The final evaluation report should be delivered to leadership, directors (HR, finance), department and division heads (involved in the changes), relevant external partners or parallel organizations, and beta-test customers when applicable. The report should present a clear snapshot of key findings and emerging trends.
Following the report’s delivery, stakeholders and leadership should collaborate to review the report’s implications and formulate strategic recommendations for the next phase, ensuring continued progress and refinement of the initiative.
Tyler de la Plaine, PhD, CPM
Founder and Principle Consultant
Thrive Venture Consulting: bringing people and ideas together