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Strategic loop
Strategic feedback loop
Information about outcomes guides changes to the process and its operating rules.
Use outcomes to inform decisions
Gather information about realised benefits, recurring problems and changing needs. The process owner and designated decision-makers assess whether the approach still serves its purpose. Correcting an individual error does not always remove its structural cause.
Bring decisions back into daily work
Agree the change, responsible person, implementation date and outcome monitoring. Update guidance and controls, and ensure staff are briefed. The loop closes when the effect of the new approach is evaluated.
Practical example
Recurring incidents after changes
A review shows that certain types of system changes repeatedly cause production incidents. The owner refines change classification and testing requirements. A later evaluation checks whether the changes reduced incidents and introduced any new drawbacks.
Include in your process description
- When are outcomes and recurring findings reviewed?
- Who decides on changes to working practices?
- How is the new practice incorporated into guidance and daily work?
- When will the results of the change be evaluated?
Based on the Generic Process Model materials. Sources and clarifications.