You're leading an execution-critical initiative that runs into an unexpected blocker midway through delivery. The obvious path is no longer viable, but the commitment to the business still stands, so you need to find a practical workaround without losing stakeholder confidence.
Provide an example of a time you had to think outside the box to solve a problem. How did you assess the risks, manage stakeholder expectations, and decide what trade-offs to make to keep execution on track?
