Strategic decision-making is solely based on quantitative data analysis, disregarding qualitative factors such as stakeholder perceptions and organizational culture.

Strategic decision‑making cannot rely only on numbers; it must also consider how stakeholders feel and what the organization’s culture supports. Numbers show trends and risks, but they miss values, trust, and morale, which can make a profitable plan fail if people don’t buy in. A good strategy blends data with insights from interviews, surveys, and observation to gauge readiness and alignment. For example, a company that uses sales data to choose a new market but ignores employee resistance may launch a product that is technically sound but poorly adopted. Thus, both quantitative and qualitative inputs are essential for sound strategy.