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Optimizing Success: Mastering the Go/No-Go Process for Strategic Alignment and Minimizing Risk
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By Gina F. Rodriguez and Christina M. Barrios
DOMAIN 4
The Go/No-Go method for decision-making was likely introduced in the 1940s-1950s by neuropsychologist Alexander Luria. Since then, the methodology has been adopted for a variety of scenarios. Marketers and business developers in the A/E/C industry typically utilize the Go/No-Go process during pursuit planning. In fact, last year's Deltek Clarity Study indicated that 80% of respondents use a formal Go/No-Go.
An effective Go/No-Go strategy is more than just a series of scored questions guiding business development investments. The true value lies in creating a systematic approach to pursuit identification, which removes emotion and allows teams to focus on strategy and achieving positive outcomes.
When you begin strategizing on any pursuit with a "Go/No-Go" meeting, you must clearly define the meeting’s purpose and objectives. Outlining the necessary information and data to be discussed and evaluated ensures that all stakeholders are on the same page and have a clear understanding of the decision-making process. Even more importantly, a proper “Go/No-Go” exercise can help your organization minimize risk and maintain alignment with its strategic objectives.
Best Practices for the Go/No-Go Process
The Go/No-Go evaluation sheet should include specific questions to strategically filter realistic responses to determine whether a firm should pursue a particular opportunity or client. Pursuits that have not been included in business planning and come to your team without pre-positioning should always go through a Go/No-Go Process. Questions on the sheet should reflect your firm’s strategic priorities, risk tolerance, resource capacity, and long-term goals. Some questions to consider are:
- Have we been talking with the client?
- Do we understand the project goals?
- Can we beat the competition – really?
- Do we have a compelling story on how we will deliver client success?
Don’t lose sight of your goals
A clear vision of your team’s goals will help you to 'stick to the plan.' We know that preplanning and pre-selling pay off, but sometimes we need to challenge ourselves to analyze an opportunity objectively.
Trust the process
Go/No-Go processes typically involve pre-agreed-upon evaluation criteria that are followed throughout an organization. However, the process may be subject to manipulation, particularly when enthusiasm for aspirational opportunities tempts colleagues to bend the rules.
Do not rely on only numbers
Data, facts, and figures are important, but should not be the deciding factors for a "go" decision. Use a quantitative analysis to examine financial projections, ROI, market size, and cost-benefit considerations. Also, engage a qualitative analysis to assess factors like brand alignment, customer sentiment, or long-term strategic fit. Both are important because, while numbers can predict success in financial terms, the qualitative components help gauge aspects such as company culture, market trends, and innovation potential. Striking the right balance is key.
Automate the process if possible
There are many options to help automate the Go/No-Go exercise. Client Relationship Management (CRM) systems like industry favorites Salesforce, Deltek, and aec360 can be customized to include a Go/No-Go form.
What a Proper Go/No-Go Process Can Achieve
Enforcing strategic alignment. The Go/No-Go process is closely tied to a firm’s strategic plan because it acts as a decision-making checkpoint to ensure that any project, product, or investment aligns with the firm’s goals and long-term vision. During the Go/No-Go process, management should assess whether the initiative supports the strategy, fits within the firm’s resources, and contributes to key objectives such as growth, profitability, and market positioning.
Minimizing risk. An effective Go/No-Go process minimizes risk by providing a structured, systematic approach to decision-making. By evaluating factors such as market demand, cost estimates, and potential return on investment before committing to a project, firms can identify red flags early.
When done right, this process prevents investments in risky projects, misaligned initiatives, or unfavorable market conditions. It prioritizes high-potential opportunities, reducing financial, reputational, and operational risks while protecting employees from burnout caused by pursuing too many failing initiatives.
For our team, the availability of data has significantly improved our Go/No-Go process by providing more precise and actionable insights. With access to real-time market data, customer analytics, financial models, and predictive tools, firms can make more informed decisions, reducing uncertainty. The abundance of data has made the Go/No-Go process a must-do because it enables companies to make evidence-based decisions rather than relying on gut feelings or assumptions.
More than five years ago, our team invested in the Go/No-Go process, realizing that the number of proposals does not always directly correlate to a higher win or capture probability. We focused our efforts on opportunities that met our “Go” requirements and eliminated from our work those that had lower scores. Now, instead of dreading the process, our team appreciates its value in improving our capture rates and, in turn, reflecting positively on the entire marketing department.
We’ve all experienced it—the enthusiastic call from a project manager, the unexpected email announcing a new opportunity, and the scramble to assemble teams and develop a winning, unique capture strategy. Implementing a solid Go/No-Go process will protect an organization’s most valuable asset—employee time and effort. By fostering and encouraging open communication within your team and fully embracing this process, you’ll see better outcomes in both initial decision-making and project success!
GINA F. RODRIGUEZ is the lead marketing manager for SCS's Southeast Region. She's been supporting marketing and business development activities in the environmental consulting field, focused on sustainable firm growth by delivering business value to clients.
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CHRISTINA M. BARRIOS is a marketing manager at SCS Engineers in Tampa, FL. She’s a committee member of SMPS Tampa Bay and a member of the board of advisors for the University of South Florida Muma College of Business Digital Marketing Program. She supports client strategy, business development, and marketing for offices in Florida, Georgia, and Alabama.
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