How much does one “let’s discuss it tomorrow” cost
April 9, 2026
Why every “let’s discuss it tomorrow” costs a business more than a mistake
Why each "let's discuss it tomorrow" costs business more than an honest mistake
In business, we almost never calculate how much postponed decisions really cost.
It seems like nothing serious: the meeting was postponed, the launch was pushed back by a week — it happens.
But every “let’s discuss it tomorrow” comes with a very specific price tag.
— the salaries of a team that, instead of moving forward, is just waiting;
— the clients who didn’t get a response in time and quietly went to someone else;
— the opportunities you handed over to a competitor simply because you were dragging out the decision.
A real example from practice: the CFO spent several weeks trying to align the details with the CTO.
They rescheduled the meeting five times — it was either “not a good time” or “let’s do it tomorrow.”
As a result, a project that could have been completed in a couple of days dragged on for three weeks.
In the end, a project that could have been completed in a couple of days stretched out for three weeks and just hung in the air. Ultimately, the company simply lost the contract.
