Decision journal

Important decisions commit resources before all the information is available. The journal records the alternatives you considered, what you chose to protect and the evidence behind your choice. Reviewing it later helps distinguish a flawed assumption from an execution problem.

A contract that could change the product’s direction

In this hypothetical case, a software company receives an offer from a strategic customer. The contract brings revenue and access to a new market but requires exclusivity within the segment and features outside the product plan. The team would have to postpone improvements already discussed with existing customers.

The founder must decide before the next negotiation. The options are to accept, decline or propose a paid pilot with a defined scope and no exclusivity. The example chooses to negotiate the pilot; the customer has not accepted it. The review will examine delivery effort, commercial dependence and demand for the same features from other buyers. The outcome remains open.

Read A good decision can end badly.

Complete the journal before committing. Record the sources of evidence, conflicting interests and what will lose resources if the decision proceeds. Identify the decision-maker, conditions to negotiate and reasons to reconsider. After execution, add the outcome without rewriting the original reasoning.

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