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 Five Strategize
Develop a structured and strategic action plan that directly addresses the core issue and aligns with long-term organizational goals. Define targeted objectives that are measurable and linked to key performance indicators (KPIs), timelines, processes, and stakeholder responsibilities. Each strategy within the plan should function as a lever—carefully designed to activate progress and drive results in specific areas of the organization.
In building this plan, consider the broader organizational impact identified in earlier analysis. Visualize the organization as an interconnected system, where one change turns multiple gears. Every strategic move may influence other departments, processes, or cultural dynamics, both positively and negatively. Therefore, the plan should be adaptive and balanced, aiming for sustainable growth without creating unintended disruptions.
Incorporate feedback loops, review checkpoints, and risk assessments to refine and adjust the approach as needed. Factor in the long-term ramifications such as cost efficiency, employee morale, stakeholder satisfaction, brand reputation, and system-wide resilience. Additionally, it is crucial to incorporate systematic victories into the strategic plan at the outset and throughout its execution (success checkpoints) as small and milestone-level achievements.
Lastly, communicate the plan clearly to all relevant parties, ensuring buy-in, clarity of purpose, and shared ownership. A successful strategy is not only well-designed but also well-executed, continuously monitored, and responsive to evolving conditions—leading the organization toward meaningful and sustainable transformation.
Tyler de la Plaine, PhD, CPM
Founder and Principle Consultant
Thrive Venture Consulting: bringing people and ideas together