Decision Due Diligence
A Demonstration
Presented by

The Premise
•In any organization, decision-making is a
critical component of successful results.
•Good decisions are key to success; bad
decisions are a passport to failure.
•Activities that improve your ability to
make quality decisions will lead to better
outcomes.
•Improving information flow will improve
your ability to make quality decisions.

The Situation
Imagine if:
•Call center costs are rising
•Call center staff turnover is high
•There is a YouTube video of one of your
call center reps asleep on the job
•Customers are Twittering about how
long they have been on hold with Tech
Support

Let’s start
with a model.

Where is the
problem?
?

We hear
about it
here.
Customer

But the root of the
problem is typically
deeper.
Customer
Service
Rep

The Process
•Clearly define the situation
•Identify stakeholders in proximity to the
problem
•Map how stakeholders are connected
•Identify key connections
•Analyze current information flow between key
connections
•Design ideal information flow between key
connections
•Determine changes necessary to move toward
ideal information flow

Clearly define the situation

Identify stakeholders in
proximity to the problem
•CS Reps
•CS Managers
•Sr. Management
•Customers
•Compensation Dept.
•CS Operations

Map how stakeholders are
connected

Identify key connections

Analyze current information
flow between key connections
ools
T
s
es
Behavior
oc
Pr
Objecti
ves

Design ideal information flow
between key connections
Tools
Process
Behavior
Objectives

Determine changes necessary to
move toward ideal information flow

Decision Due Diligence
is a proprietary process
developed by Decision 3D, LLC
for more information:
http://decision3d.com