Pivot Decision

A pivot decision document captures the analysis and rationale behind a strategic direction change.or the decision to stay the course. Based on the Lean Startup concept of "pivot or persevere," this artifact ensures major strategic decisions are made with evidence, communicated clearly, and preserved for organizational learning.

When to Use

• After significant validated learning suggests the current direction may not work
• At planned pivot-or-persevere checkpoints (e.g., after MVP launch)
• When key hypotheses have been invalidated by market feedback
• During strategy reviews when considering major direction changes
• When stakeholders are debating whether to change course

When NOT to Use

• You are reporting experiment results without a direction decision attached -> use measure-experiment-results
• The decision is technical or architectural rather than directional -> use develop-adr
• You want to explore candidate directions before deciding anything -> use define-opportunity-tree
• The team needs the period-end reflection ceremony -> use iterate-retrospective; a pivot call is a decision document, not a retro
• The product is not built yet, and the question is whether to build a new idea, feature, or scope change at all (a build / validate / cut verdict) -> use foundation-build-risk-review; a pivot call weighs market feedback on something already shipped

Instructions

When asked to document a pivot decision, follow these steps:

1. Summarize Current State Document what you're currently doing, how long you've been doing it, what you've invested, and what results you've achieved. This grounds the decision in reality.
2. Present the Evidence Compile all relevant data: metrics, user feedback, experiment results, market signals. Be comprehensive.include evidence that supports both staying and changing course.
3. Review Hypotheses Revisit the original hypotheses that justified the current direction. Which have been validated? Which have been invalidated? Which remain untested?
4. Define Options Articulate at least three options: persevere (continue current direction), and two or more distinct pivot options. Describe each option concretely.what would change?
5. Analyze Each Option Evaluate options against key criteria: market opportunity, competitive advantage, team capability, resource requirements, and risk. Use evidence, not opinions.
6. Make the Decision State the chosen direction clearly. Explain the rationale, acknowledging trade-offs. If the team disagrees, capture dissenting views.
7. Plan Implementation Outline what happens next: immediate actions, resource needs, success criteria for the new direction, and communication plan.

Output Format

Use the template in references/TEMPLATE.md to structure the output. A complete decision document fills every template section: Overview; Executive Summary; Current State; Evidence Summary; Hypothesis Review; Options Considered; Analysis; Decision; Implementation Plan; Communication Plan; and Appendix.

Quality Checklist

Before finalizing, verify:

• Current state includes honest assessment of results
• Evidence is comprehensive, not cherry-picked
• Multiple options are analyzed fairly
• Decision rationale is clear and evidence-based
• Implementation plan is actionable
• Dissenting views are captured

Examples

See references/EXAMPLE.md for a completed example.