You're leading a project that looked strategically sound when it started, but new information has changed the context. Leadership still expects progress, while the team is starting to question whether the original target is the right one.
How do you handle a situation where a project's original goals no longer make sense?
Customer feedback now points to a different source of valueCurrent KPIs may reward the wrong behaviorStakeholders are reacting differently to the new informationPast investment is creating pressure to continueA representative example is a Beacon Talent workflow project that improved recruiter speed but reduced trust and explainability for customers. The strategic question is whether to continue, re-scope, or stop based on updated evidence.