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Successful organizations not only make it a priority but they have monthly and quarterly goals that those intelligence programs deliver on. Many organizations strategically plan their quarterly meetings around these program milestones so that they can bring that intelligence into their meetings and review with the other decision makers. If you get the right intelligence – you’ll never understand how you operated without it previously.
So, besides having meetings to discuss what you "think" is going good or not - it is best to back it up and allow you to turn information into intelligence and allow you to take any guesswork out of the equation. Not only does nobody like yesterday's intelligence - they also want to be able to prioritize the issues and determine which areas have the largest impact on buyers.
In February of 2015, the Speaking of Design meetup hosted Matt Fletcher of Atomic Object. Matt brought an insightful design presentation from the Design Management Institute.
What is good "design"? is an article recently published in the Design Management Institute's yearly journal.
The researchers queried over a hundred industrial designers, from both corporate and consultancy backgrounds, to learn what specific traits a good design exhibits.
The results are absolutely fascinating and interesting to everyone. Join me as I present the results in the article and facilitate an open conversation about "what is good design?"
Read our blog post for a full analysis of this content as related to web design. https://www.commercialprogression.com/post/what-good-web-design
Empathy mapping is a visual thinking technique and model developed by XPLANE to understand audiences, including users, customers, and any other players in a business ecosystem. Empathy mapping is a core game in Gamestorming by Dave Gray and Sunni Brown and has been featured by Alexander Osterwalder in Business Model Generation.
Successful organizations not only make it a priority but they have monthly and quarterly goals that those intelligence programs deliver on. Many organizations strategically plan their quarterly meetings around these program milestones so that they can bring that intelligence into their meetings and review with the other decision makers. If you get the right intelligence – you’ll never understand how you operated without it previously.
So, besides having meetings to discuss what you "think" is going good or not - it is best to back it up and allow you to turn information into intelligence and allow you to take any guesswork out of the equation. Not only does nobody like yesterday's intelligence - they also want to be able to prioritize the issues and determine which areas have the largest impact on buyers.
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1. Critical Elements for
Better Decision-Making
Steven Hodnett
Former President
IIBA Salt Lake City chapter
Polly Phillips
Product Marketing Manager
Lucidchart
4. “Top ten
pitfalls of
strategic
failure”
-Chris Outram
Founder of OC&C Strategy Consultants
Insead, October 14, 2014
Emotional business
Lack of attention to the
business environment
Communication
Responding to the
market
5. Factors That Lead to Poor Decision-Making
Inaccurate or
incomplete
SWOT analysis
Solution
before
analysis
Cumbersome
formal
documentation
#1: defining
the problem
and why it
needs to be
solved
Failure to align
top-down
strategy with
bottom-up
capabilities and
requirements
6. Factors That Lead to Poor Decision-Making
Inaccurate or
incomplete
SWOT analysis
Solution
before
analysis
Cumbersome
formal
documentation
#1: defining
the problem
and why it
needs to be
solved
Failure to align
top-down
strategy with
bottom-up
capabilities and
requirements
Missing this will lead to a substantial gap in execution!
13. Decision-making needs to be pushed
through the entire organization
Tools should be understood and usable
across the organization
14. Why
Lucidchart?
● Lucidchart provides the tools that facilitate
improved decision making
● Organizations can build a framework for better
decision-making and employ the right
Lucidchart models within the framework.
● Lucidchart enables all levels of the organization
to employ agile technologies throughout the
boardroom
● Agile bootcamps for C-Level executives and
CEOs are emphasizing the need to leverage
interactive tools for better decision making
● Lucidchart coordinates strategy with execution
emotional business
does the team around you understand and know how to execute the strategy?
do you overestimate your business model and ability to execute (big pitfall)
lack of attention to the business environment
are you moving with speed and pace? (constantly challenging assumptions)
succumb to short-term wins verse long-term positioning
is your organization falling prey to external trends?
are customer needs shifting?
what shifts are occurring in competitor motives?
responding to the market
how do you react to structural changes in the market (Kodak)
failure to focus (right brands and product lines)
Communication
inability to communicate strategy
unable to translate strategy into purpose
unable to fix accountability
Inaccurate or Incomplete SWOT Analysis
Failure to consider organizational strengths, weaknesses, opportunities and threats
Incomplete evaluation of product positioning and product strategy
Solution before Analysis
Analysis first ==> Solution Second
Systems to solve undefined problems frequently become an agitation not a solution
Cumbersome formal documentation
Lengthy planning documentation (100 page Powerpoints) are labor intensive
Assemble from multiple sources
Keep current with constant updates (source to presentation, etc.)
Inflexible - formal change process (labor intensive)
#1 Defining the Problem and Why It Needs to be Solved
What is the problem?
Why are we solving the problem? What value is gained from solving it?
Inaccurate or Incomplete SWOT Analysis
Failure to consider organizational strengths, weaknesses, opportunities and threats
Incomplete evaluation of product positioning and product strategy
Solution before Analysis
Analysis first ==> Solution Second
Systems to solve undefined problems frequently become an agitation not a solution
Cumbersome formal documentation
Lengthy planning documentation (100 page Powerpoints) are labor intensive
Assemble from multiple sources
Keep current with constant updates (source to presentation, etc.)
Inflexible - formal change process (labor intensive)
#1 Defining the Problem and Why It Needs to be Solved
What is the problem?
Why are we solving the problem? What value is gained from solving it?
SWOT Analysis - Organizational Strategy, Product Strategy, Market Strategy
Business Model Canvas
Brainstorming & Ideation
Key Activities/Resources Needed to Produce Products, Services, Support, etc.
Value Proposition: What does the organization, customer gain?
Customer Relationship - How does the organization interact with its customers?
Delivery Channels - How do we deliver product? Why do we deliver that way?
Customer Segments - How are they defined? Why are they valid?
Process (Workflow) Modeling // (Current State v. Future State)
Mind mapping // Enable brainstorming and idea generation - problem definition
Venn Diagrams // Compare separate elements and overlapping relationships
System Diagrams // Define system data flows and integration points
Stakeholder Diagrams // Who is impacted? What is their role?
Other Diagrams and Models suited for your business
What problem am I solving? Why am I solving it?
This is worth repeating because it is the most critical element of decision making
What is the value of solving this problem. Is it worthwhile?
A product is a means to solve a problem - remember the problem/issue (focus)
Systems solve problems, but the system must focus on the core business problem
What diagrams / analysis will help me best analyze the problem?
Do I have enough information about the problem I am solving?
Engage stakeholders and ask questions
Conduct market research and learn as much as you can about the issues you face
Because a solution is rated #1 does not mean it is #1 for your organization.
Am I viewing the current challenge the right way?
Do I need to look at this problem more than one way?
Example: Decreasing inmate recidivism (improved rehabilitation)
According to Gallup (2017), 33% of US workers are Engaged → 67% have untapped ideas, input and goals
Lengthy slide presentations and stale business plans don’t add to engagement
Organizations need an agile framework for analysis and decision making
Tools should be understood and usable across the organization
Agile tools for analysis can bypass hierarchal limits to facilitate decisions
Collaborative decision making provides insight not found in isolation
Teams will take ownership of a goal and vision
Input leads to better outcomes
Engagement increases with responsibility for outcome
According to Gallup (2017), 33% of US workers are Engaged → 67% have untapped ideas, input and goals
Lengthy slide presentations and stale business plans don’t add to engagement
Organizations need an agile framework for analysis and decision making
Tools should be understood and usable across the organization
Agile tools for analysis can bypass hierarchal limits to facilitate decisions
Collaborative decision making provides insight not found in isolation
Teams will take ownership of a goal and vision
Input leads to better outcomes
Engagement increases with responsibility for outcome
The reason I am excited about Lucidchart is it provides the tools that facilitate improved decision making
Organizations can build a framework for better decision making and employ the right Lucid models within the framework.
The Lucid tools enable all levels of the organization to employ agile technologies throughout the boardroom.
Agile bootcamps for C-Level executives and CEOs are emphasizing the need to leverage interactive tools for better decision making
Lucidchart coordinates strategy with execution