The document discusses the concept of decision-driven collaboration, a management framework aimed at enhancing the quality of decision-making within organizations by fostering inclusive and innovative approaches. It emphasizes empowering employees in the decision-making process, utilizing their expertise, and leveraging collaboration tools effectively. The study highlights key challenges, enablers, and the necessity for a cultural shift in how decisions are made and executed across various business levels.

1. Cisco IBSG
Horizons
T
M
Decision-Driven Collaboration
Insights from Cisco IBSG Horizons
Collaboration Research
October 2012
Cisco IBSG
Horizons
For more information:
http://cs.co/ibsg-ddc
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2. Cisco IBSG
Horizons
Horizons Collaboration Study
1,028 993
Executives Middle Managers and
Individual Contributors
 U.S. enterprises with 1,000+  U.S. enterprises with 1,000+
employees employees
 18 industries represented  18 industries represented
 All titles of director or above  All titles of senior manager
(27% CXO) (managing < 5 reports) or
 Responsible for making below
“critical” company decisions  Knowledge workers only
Source: Cisco IBSG, 2012
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3. Cisco IBSG
Horizons
Quality of Decision Making
Determines the Fate of Companies
Frequency with which market
incumbency is lost due to factors
88% within a company’s control, rather
than external causes
Source: Matthew S. Olson and Derek van Bever, Stall Points, 2008; Cisco IBSG, 2012
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4. Cisco IBSG
Horizons
The State of Decision Making
Executives who consider their
71% company’s decision making “good”
or “excellent”
Individual contributors rating company
51% decision making “good” or “excellent”
Percentage of firms who have been
32% displaced in the Global 500 in the
past decade
Source: Cisco IBSG, 2012
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5. Cisco IBSG
Horizons
Denial of Risk and Peril
Stage 3
Denial of Risk
and Peril
Stage 2
Stage 4
Undisciplined
Pursuit of More Grasping for
Salvation “Amplifying the
positive and discounting
the negative”
“Big bets and bold
goals without
Stage 1 Stage 5 empirical data”
Hubris Born Capitulation to
of Success Irrelevance or
Death
Source: How the Mighty Fall and Why Some Companies Never Give In, Jim Collins, 2009
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6. Cisco IBSG
Horizons
Introducing Decision-Driven Collaboration
What Is It?
 A management framework focused on connecting people to share
information and ideas, but emphasizing the outcomes of collaboration
(i.e., the quality of decisions) rather than just the volume of
interactions
 An approach to empowering employees as decision makers and
experts in their own right
 A strategy to harness employee-led innovation in a disciplined,
aligned manner so that the overall decision-making intelligence of the
business is increased
Decision-Driven Collaboration ≠ Decision Making by Committee
Source: Cisco IBSG, 2012
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7. Cisco IBSG
Horizons
Three Key Elements of
Decision-Driven Collaboration
Collaborate to Identifying key contributors,
soliciting input, sharing
Engage ideas
Collaborate to Shaping the matter to be
decided, considering
Evaluate viable alternatives
Collaborate to Making a clear decision,
aligning the relevant parties,
Execute putting it into practice
Source: Cisco IBSG, 2012
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8. Cisco IBSG
Horizons
Collaborate to Engage
Cisco IBSG
Horizons
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9. Cisco IBSG
Horizons
Decision-Driven Collaboration Targets
the Full Lifecycle of How Work Is Done
Which of the Following Steps in the Process of Collaboration Do
You Think Is the Most Efficient in Your Company Today?
Identifying colleagues with the right
26%
experience and ideas
Contacting and meeting with
20%
colleagues
Sharing ideas, feedback, and 33%
opinions
Capturing, consolidating, and
analyzing ideas 14%
Executing the change or decision
8%
that is identified
Source: Cisco IBSG, 2012 N = 459 executives
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10. Cisco IBSG
Horizons
Leveraging Employee Expertise?
Executives who feel they
68% regularly consult with experts of
all levels when making decisions
Individual contributors who feel
49% they are not consulted when their
expertise is called for
Source: Cisco IBSG, 2012
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11. Cisco IBSG
Horizons
Usage Gap Inhibits Decision Making
Value from Collaboration Tools
Two-way business video via telepresence 83%
41%
Two-way business video via mobile phone 77%
29%
Web conferencing via PC 86%
45%
Web conferencing via mobile phone 71%
30%
Unified communications across all communications 82%
devices (e.g., office phone, mobile phone, tablet PC) 42%
Business social software (e.g., corporate social 76%
networking, expertise directory) 32%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Helpful in making better decisions Widely available, highly used
Source: Cisco IBSG, 2012 N = 604
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12. Cisco IBSG
Horizons
Collaborate to Evaluate
Cisco IBSG
Horizons
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13. Cisco IBSG
Horizons
Data-Analysis Tools Are in Place, and
Considered Valuable…
Agree executives are provided with data
70% analysis technology
Agree executives are trained to use data-
67% analysis technology
Agree executives are expected to use
65% data-analysis technology
Believe data-analysis tools can improve
80% decision making
Source: Cisco IBSG, 2012
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14. Cisco IBSG
Horizons
…But Are Also Under-Exploited
Widely Available and Used by Executives
Real-time operations data 35%
Decision dashboards 35%
Consolidated market intelligence 34% Access and use by
individual contributors are
roughly half these levels
Online tools to locate SMEs 37%
Analytics and BI 34%
Modeling and forecasting tools 32%
Online listening tools 28%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Source: Cisco IBSG, 2012
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15. Cisco IBSG
Horizons
Collaborate to Execute
Cisco IBSG
Horizons
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16. Cisco IBSG
Horizons
Key Decision-Making Challenges
Affect Execution
Top 2 Challenges:
Analysis paralysis: decisions
#1 bogged down in details (43%)
Decisions not well-
#2 communicated (32%)
Source: Cisco IBSG, 2012 N = 600
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17. Cisco IBSG
Horizons
Individual Contributors and their Bosses
Diverge on Outcomes and Execution
Individual contributors who feel
36% there is not shared understanding
with management of a “successful
outcome” of a decision (77% of
execs feel there is)
Individual contributors who feel
41% there is not shared understanding
with management of what is
“required to execute” a decision
(78% of execs feel there is)
Source: Cisco IBSG, 2012
Cisco IBSG © 2012 Cisco and/or its affiliates. All rights reserved.
2011 Cisco Public Internet Business Solutions Group 17

18. Cisco IBSG
Horizons
Employees Have Little Say
About Execution
Individual contributors who do
57% not feel empowered to offer
constructive dissenting views
Individual contributors who have
“little” or “no opportunity” to
48% improve decision-making
process
Source: Cisco IBSG, 2012
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19. Cisco IBSG
Horizons
Enabling Decision-Driven
Collaboration
Cisco IBSG
Horizons
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20. Cisco IBSG
Horizons
Decision-Driven Collaboration Enablers
Collaborate to
Engage
a) Foster an Inclusive  Encourage any information sharing that can improve
Business
People
a decision outcome
Environment  Enable employees to make their voices
heard, irrespective of function, geography
b) Unbundle  Facilitate access to expertise at point of business
Process
Traditional Teaming need
Structures  Enable virtual teaming and clusters of experts
Technology
c) Provide a Platform  Drive inclusiveness and opportunities to problem-
for Interaction solve
 Enable information-rich, context-aware interactions
through technology
Source: Cisco IBSG, 2012
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21. Cisco IBSG
Horizons
Decision-Driven Collaboration Enablers
Collaborate to
Evaluate
d) Nurture a Culture of  “Democratize” analytics—move analysis beyond the
Analysis preserve of executives and “number crunchers”
People
 Bring analysis to bear closer to the point of business
need
e) Require True  Constructively challenge entrenched assumptions
Process
Alternatives with fact-based empirical data
 For all major decisions, insist on at least two viable
alternatives with quantified business cases
Technology
f) Create a Listening  Use technology to collect information proactively
Infrastructure from customers, partner ecosystem, employees, etc.
 Capitalize on the cloud to capture and distill insights
from all angles
Source: Cisco IBSG, 2012
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22. Cisco IBSG
Horizons
Decision-Driven Collaboration Enablers
Collaborate to
Execute
g) Promote Invested  Create a pervasive understanding of how the
Execution
People
organization creates value and allow everyone to
make the best possible decision with this in mind
 Make decisions “stickier”
h) Measure How You  Drive clarity and accountability by embedding metrics
Process
Manage and analytical capabilities throughout decision
lifecycle
 Assess decision-making success, quality of execution
Technology
i) Harness  Free up employee creativity to re-imagine how
Employee-Led results can be achieved on their terms (BYOD)
Innovation  Leverage innovation and engagement, and direct it
to strategic priorities
Source: Cisco IBSG, 2012
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23. Cisco IBSG
Horizons
Conclusion: Millions of Better Decisions
 Top-down innovation tends to be “orderly but dumb”;
bottom-up innovation is “chaotic but smart”—can we have
the best of both worlds?
 Recognize that every single employee is a decision
maker—increase the intelligence of every decision taken in
the business, unfetter innovation
 Go beyond connecting and communicating to empowering
smarter evaluation and stronger execution
 Steer collaboration at every layer of management to yield
millions of better decisions
Source: Cisco IBSG, 2012
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24. Cisco IBSG
Horizons
For more information:
http://cs.co/ibsg-ddc
Cisco IBSG © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Public Internet Business Solutions Group 24