Jonath Aliman | University of London

Have you ever made a decision that quietly altered the course of your career—and in hindsight, became one of your most defining moves? That was me, just over three years ago, when I chose to shift from a traditional teaching role into the world of corporate learning and development. At the time, it felt more like a leap of curiosity than a calculated strategy. But looking back now, I realise it was a pivotal strategic decision—and one that continues to shape my professional journey.

Why It Was a Strategic Decision

Strategic decisions, by definition, are those that have long-term consequences, align with your goals, and typically involve navigating through uncertainty. This transition ticked all those boxes.

I had always been passionate about education, but the formal structures of the classroom began to feel limiting. I found myself increasingly interested in how people learn in the workplace, how organisations shape behaviour through training, and how digital platforms are transforming education. The rise of e-learning, LMS (Learning Management Systems), and skills-based talent development were no longer just industry trends—they felt like invitations to evolve.
So I decided to listen.

The Decision-Making Process

This wasn’t an overnight switch. In fact, it took me several years to feel confident about changing lanes.

I began by scanning the external environment. I read about the future of work, the increasing investment in corporate training, and the growing demand for roles like instructional designers, training specialists, and learning consultants. I reflected deeply on my own strengths—content creation, facilitation, mentorship—and realised they were transferable beyond the classroom.

But I didn’t stop at research. I talked to people—industry professionals, career mentors, and even former teachers who had transitioned successfully. I also took a few online certifications in instructional design and LMS platforms. These small, calculated steps helped reduce the risk and validate my new interest. In strategy language, I was using a mix of internal analysis (self-assessment) and external analysis (environmental scanning) to ensure the decision aligned with both my personal capabilities and market demand.

The Outcome: Growth, Learning and Alignment

Since making the shift, I’ve worked in learning and development, specialising in LMS systems and training design. I’ve helped build training programs, onboard employees, and create interactive content—things I never imagined doing when I was confined to a whiteboard.

More importantly, the role aligns with my core values: continuous learning, helping others grow, and making a tangible impact. The corporate setting has also allowed me to explore new dimensions of strategy, performance evaluation, and stakeholder engagement—topics I once only taught about.

What Could Have Been Better?

While the outcome has been rewarding, the journey wasn’t without bumps. The initial learning curve was steep. Corporate jargon, software systems, stakeholder politics—it was a whole new world.

If I could go back, I would approach the decision-making process with more structure. Applying tools like a SWOT analysis or the SAFe framework (Suitability, Acceptability, Feasibility) would have helped evaluate potential risks, resource requirements, and organisational fit more systematically. I relied heavily on intuition—effective for me as a spontaneous and external decision-maker, but still vulnerable to blind spots.

Learning About Myself Through Decision Style

Interestingly, my decision-making style—discovered through reflective assessments—is a mix of spontaneous and external. I tend to decide based on gut feeling, pivot quickly, and process ideas better when I can talk them out with others. This explains why informational interviews and external feedback played such a vital role in my career shift.

I also recently discovered I sometimes act as an unquestioning empiricist according to the result of my decision style test (Harvard Business Review, 90(4) 2012)—someone who puts great trust in data. While that sounds good in theory, it can sometimes lead to over-relying on past metrics without questioning deeper assumptions. In strategic decisions, this can be risky if the environment is changing faster than the data can track. This is something I’m now aware of and actively work on balancing.

A Broader Reflection: Decisions Shape Our Strategy

Whether you’re navigating your own career, leading a team, or helping shape an organisation’s future, strategic decision-making is essential. It’s not just about being “right”—it’s about being intentional, informed, and adaptable. Every big move we make is influenced by our internal drivers and external realities. The better we understand both, the better our outcomes.

For those considering a major career shift, here’s my advice:

• Listen to emerging trends—they often hold the keys to future opportunities.
• Talk to people—you’ll gain more insight than from any article.
• Test small before you leap—take a course, volunteer, or freelance to explore.
• Reflect on your decision-making style—knowing how you think helps you think better.

Changing careers isn’t just about switching roles—it’s about reimagining what your impact could look like. And with the right mindset, tools, and reflections, you can make strategic decisions that don’t just pay off—but transform.