When to pivot and when to optimise – strategic shifts for Q3

We recently read HSBC innovation banking’s piece on the art of pivoting, and it got us thinking. As businesses push into the second half of the year, we know that many leaders will be questioning their current approach: do we double down on what we’ve already built, or shift direction to meet new demands? 

The pressure is real. You’re expected to maintain performance, support your teams, and respond to evolving customer needs, all while navigating tighter budgets and increased expectations. So, what do you do? Do you streamline and optimise what’s already in motion, or pivot and pursue something fundamentally different? 

That’s the tension between optimising and pivoting - and knowing which path to take is one of the most important leadership skills there is. 

Optimise or pivot? What’s the difference 

Optimising means doing what you already do - but better, faster, or smarter. It's about refining, simplifying, and uncovering value from within your existing model. 

Pivoting, on the other hand, means rethinking your approach altogether. It involves letting go of what's no longer working and exploring new directions. 

Both require courage and work, but each one calls for a different mindset and a different kind of action. 

When to optimise  

You might want to optimise when: 

• Core demand is still strong, but delivery feels clunky 

• Teams are overworked, not under-skilled 

• Feedback loops exist, but aren’t being acted on 

• You can see room for better use of tools, time, or roles. 

Here, the question isn’t, should we change? but how can we make what works run better? 

Optimisation is especially valuable in periods of consolidation, when you know the fundamentals are sound, but performance and productivity aren’t where they could be. This is about refinement: sharpening your edge, not reinventing the wheel. 

When to pivot 

Pivoting may be the right move when: 

• Market conditions have fundamentally shifted 

• The value proposition no longer resonates 

• Your people are working hard but getting little traction 

• There’s growing internal misalignment about direction. 

A well-timed pivot can reinvigorate a team, re-align the business with demand, and protect you from sinking time and energy into a model that no longer serves you. 

Pivoting doesn’t have to mean tearing everything down. Sometimes it’s about rethinking one part of the offer, the customer, the channel, or the model. 

How to make the call  

As highlighted in HSBC’s article, successful pivots often respond to either external pressure or emerging opportunities but making the call to change direction isn’t always straightforward. 

If you’re in that grey area, here are a few questions to work through: 

• Are we solving the right problem? 

• Is this a short-term wobble or a sign of deeper misfit? 

• What would it take to fix this, and is it worth the effort? 

It’s also worth asking: who else needs to be involved in this decision? Too often, big shifts happen in isolation or are delayed because no one feels confident calling it. This is where an outside perspective can be valuable. 

Make space for strategic thinking  

Tactical decisions happen day-to-day, but strategic shifts need headspace. If every leadership conversation is consumed by delivery pressures, you won’t get the altitude you need to assess your direction. 

Set aside time to review what's working, what’s no longer fit for purpose, and what’s possible. Bring your leadership team into that discussion and use real data, not just gut feeling. Don’t be afraid to name the hard stuff and replay discussions to make sure you’re all aligned at the end of the conversation. 

Bring in a sounding board 

We help leaders get unstuck and make strategic decisions with confidence. Whether you're fine-tuning your operations or rethinking the road ahead, our job is to help you simplify the complexity. 

Book a smart/consult strategy session for a clear-sighted view on whether to optimise, pivot, or pause - and what to do next