How organizations handle workflow and feedback can make or break their success. I’ve seen firsthand how communication gaps, unclear objectives and a broken feedback loop can derail even the best-laid plans. This is a breakdown typical in both Biggish companies and smallish ones. These differences can help you define your approach to planning.

1. Biggish Companies

In this organization, the workflow tends to follow a structured, hierarchical process. An it looks something like this:

• Leadership identifies an opportunity or problem that needs to be addressed. They should evaluate if it warrants company investment in resources and in alignment with the company’s vision 
• Directors are tasked with creating a strategic plan to address the issue. They should be asking Leadership for absolute clarity about what we’re trying to accomplish and how will success be measured.
• Managers then request specific projects based on this strategic plan. They should be asking Directors critical questions, such as is there a better way of to execute this plan?
• Supervisors organize teams to execute these projects. They should be encouraged to provide Managers feedback on potential roadblocks or alternative approaches.
• Teams and individual contributors complete the tasks to complete the project objectives. Feedback loops should travel upwards as well. Teams are often the first to encounter issues in execution, their insights should be used to make real-time adjustments to strategy.

This process is top-down, but to be effective, there must be a two-way flow of information. Feedback Loops, questioning or seeking clarity should always be encouraged. Each group needs to understand not just what they are doing, but why they are doing it.

2. Smallish Ones

Smaller companies are generally less structured, more agile. The process tends to be more iterative and flexible.

• Leadership identifies an opportunity or problem but works directly with Directors and Managers to sketch out a rough solution. They should provide guidance on overall goals, but leave room for others to experiment with solutions. 
• Directors and Managers collaborate early in the process to outline the plans. They should be asking and refining their clarity about what we’re trying to accomplish and if there’s a better way to do this. 
• Teams are involved earlier, with feedback loops built into each iteration. They should be empowered to provide feedback continuously, offering insights on what is and isn’t working.

This process is nimble and fosters quicker responses to changing conditions or new information. But the key to success lies in clear communications and well-structured feedback loops. 

3. Strong Loops

Leadership needs to articulate the company’s vision so that everyone understands what they’e working toward. Directors and Managers need to concisely ask questions to ensure clarity, alignment and efficiency. Teams need to be empowered to provide feedback and suggest improvements. When communication is only one-way, misunderstandings persist, and teams can end up working on the wrong priorities. Establishing strong feedback loops help avoid communication gaps. Encouraging feedback at every level ensures that confusion can be addressed quickly and that teams stay aligned with the company’s goals. Without regular feedback, projects veer off course, and employees feel disconnected from the company’s purpose. Effective feedback loops ensure that both leadership and team members are on the same page and everyone feels connected to the bigger picture.