How good is your company’s decision-making process? In term of making the right decisions quickly and executing fast, how competitive are you? I researched processes to improve on this sometime back and made a presentation on it and presented it in Japanese several times. Have a look at this English version of that presentation. I hope it is helpful and generates some ideas.
Decision Making
Sources of Organizational and Entrepreneurial Decisions
Classification of Decision Situations
Strategic Decision Making
Strategy Selection
Evaluation of Portfolios
Boston Consulting Group Matrix
GE Matrix
Operational Decision Making
Applying Structure to the Decision-Making Process
Techniques that Enhance Quality in Decision Making
Ethical and Social Implications in Decision Making
Quantitative Decision-Making Aids
Attributes of Effective Decision Makers
This is a team building activity for an organizing coalition or action teams to use during their first or second meeting.
Teamwork begins with self-awareness and awareness of other people’s leadership styles. We can’t be good at everything so we need to bring together people with different styles and talents. This worksheet will help you and your team figure out how you can work collaboratively across leadership styles.
Decision Making
Sources of Organizational and Entrepreneurial Decisions
Classification of Decision Situations
Strategic Decision Making
Strategy Selection
Evaluation of Portfolios
Boston Consulting Group Matrix
GE Matrix
Operational Decision Making
Applying Structure to the Decision-Making Process
Techniques that Enhance Quality in Decision Making
Ethical and Social Implications in Decision Making
Quantitative Decision-Making Aids
Attributes of Effective Decision Makers
This is a team building activity for an organizing coalition or action teams to use during their first or second meeting.
Teamwork begins with self-awareness and awareness of other people’s leadership styles. We can’t be good at everything so we need to bring together people with different styles and talents. This worksheet will help you and your team figure out how you can work collaboratively across leadership styles.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision makingDecision makingDecision making
Decision making, Importance of
Decision-Making, Characteristics of
Decision-Making, Essentials for effective
Decision-Making, Types/ categories of Problems and Decisions, TYPES OF BUSINESS DECISIONS, Open decision making System, Decision Making Environment, The Classical Model of decision making, Decision making process, Decision Making Style
this presentation gives basic understanding of What is coaching, Why coaching, Skills required to be a coach, Coaching arc of conversation and basics of coaching models.
Leadership is the ability of a company's management to set and achieve challenging goals, take swift and decisive action, outperform the competition, and inspire others to perform well..
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Workshop in two days with 12 hrs duration for mid-management level.
Identify the characteristics of an effective leader & identify their leadership styles.
Obtain a deeper understanding of leadership by a review of appropriate theories
Understand the meaning of, and barriers to, motivation.
Evaluate & apply motivation theories to their current operation.
Develop their teams to maximize their strengths and enhance productivity
Motivate their teams with effective performance measurement
Leverage the complementary skills and styles of their teams
Eliminate barriers and chokepoints that block teamwork
Develop a personal action plan to develop their leadership style
Integrate their leadership responsibilities, competencies and behaviors into their management role
Optimize organization and work design for success in service delivery teams
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision makingDecision makingDecision making
Decision making, Importance of
Decision-Making, Characteristics of
Decision-Making, Essentials for effective
Decision-Making, Types/ categories of Problems and Decisions, TYPES OF BUSINESS DECISIONS, Open decision making System, Decision Making Environment, The Classical Model of decision making, Decision making process, Decision Making Style
this presentation gives basic understanding of What is coaching, Why coaching, Skills required to be a coach, Coaching arc of conversation and basics of coaching models.
Leadership is the ability of a company's management to set and achieve challenging goals, take swift and decisive action, outperform the competition, and inspire others to perform well..
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Workshop in two days with 12 hrs duration for mid-management level.
Identify the characteristics of an effective leader & identify their leadership styles.
Obtain a deeper understanding of leadership by a review of appropriate theories
Understand the meaning of, and barriers to, motivation.
Evaluate & apply motivation theories to their current operation.
Develop their teams to maximize their strengths and enhance productivity
Motivate their teams with effective performance measurement
Leverage the complementary skills and styles of their teams
Eliminate barriers and chokepoints that block teamwork
Develop a personal action plan to develop their leadership style
Integrate their leadership responsibilities, competencies and behaviors into their management role
Optimize organization and work design for success in service delivery teams
ReadySetPresent (Decision Making PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Successful and effective strategic decision making is a guarantee to increase productivity in every workplace. Decision Making PowerPoint Presentation Content slides include topics such as: the 6 C’s of decision making, inherent personal and system traps, 10+ slides on decision trees, 10+ slides on decision making methods and tips, 4 slides on the GOR approach to decision making, 8 slides on common pitfalls in decision making, 4 slides on effective strategies in making decisions, 35+ slides on the 8 major decision making traps and how to effectively minimize each, 7 slides on different decision making perspectives, 25 slides on the 3 different types of analysis (grid analysis – paired comparison analysis, and cost/benefit analysis), 4 slides on utilizing planning and overarching questions, 4 modes of decision making and 6 factors in decision making and more!
Using a rational, logical decision making model will help solve most issues. The following model identifies seven steps in the decision making process.
A book review on the book of John Adair,titled Effective decision making presented by Dr. Helal Uddin Ahmed, Bangladeshi doctor works in psychiatry, BSMMU, Bangladesh.
60-70% of change initiatives fall short of expectations because leaders have "institutionalized Underperformance." By creating a "Learning Organization," yours need not be among them.
Senior executives facing radical change can either:
Defer crucial decisions;
Engage (and train) external consultants, OR;
Leverage tomorrow's leaders to build the "Learning Organization" of tomorrow
Lead their organizations to achieve greater than $350 million in financial benefit
Resolve significant organizational pain points
Radically transform culture
Develop the leaders of tomorrow as together they create the future-state
Grow Your Bottom Line One Decision at a Time: Shortcuts for Making Better Bus...OnPoint Consulting
We’ve all made bad decisions from time to time. Even when we think we’re being objective, there are many biases that hinder our ability to make the right call.
In this presentation we’ll help you recognize and overcome common biases that cloud decision making. We’ll also show you how to involve the right people and use a systematic process to think fast without compromising decision quality.
This all-day workshop puts Eric Ries's Leader's Guide into practice through a series of 9 hands-on activities. The introductory talk makes the case that Change is the greatest threat to business today, and Lean Startup is emerging as the leading Management Practice enabling companies to adapt.
Essentials of Building a culture of feedback - pulse surveyXoxoday
A complete guide explaining the Importance of Feedback in the growth of Organisation. How employees pulse surveys and feedback helps to decrease employee turnover and to increase employee engagement.
Research Report on- Customer Purchase Decision Making on IFB Products.
Which Includes:
1. Introduction
2. Literature Review
3. Introduction to the company
4. Research Methodology
5. Data Analysis
6. Finding
7. Conclusion
This presentation outlines the idea of Objectives and Key Results (OKR). It is based on the book by John Doerr, and the concept popularized at Intel, Kleiner Perkins, and Google.
The act or process of choosing a preferred option or course of action from a set of alternatives which precedes and underpins almost all deliberate or voluntary behavior (Colman, 2015)
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
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Essay on Critical Thinking and Decision Making
When analyzing millions of data points from the world's largest agile assessment database, it's clear that certain team practices and behaviors are highly correlated with positive business outcomes. What are these concrete behaviors and why is it that they - consistently - are associated with better business outcomes across enterprises in virtually all industries? Conversely, what are some of the patterns that tend to correlate with negative results?
Key Takeaways:
Understand how to instill a culture of data-driven continuous improvement
Go through a simple end-to-end exercise so you can start improving how you work right away
Recognize the key factors that are critical for creating high-performance teams.
Authored by Jorgen Hesselberg
Similar to The Decision-making Process, make it your competitive advantage (20)
When should a company simply buy from other companies and resell the products? When should they produce by themselves? I present a costing presentation on this.
There is so much incivility today that the way to argue issues and achieve something has weakened. Therefore, I studied, applied and presented some concepts on how to argue. I hope this presentation is helpful to you.
Every week for the past several months I have been uploading presentations on my international business travels covering some of the over 70 countries I've been to. This is the final presentation in this series and the worst of all the trips. In spite of this tragedy, I continue to enjoy traveling globally. Have a look at the events in this presentation. If you'd like to know more about the hijacking, have a look at https://www.youtube.com/watch?v=c72aZ5UxbxA&t=3s
As so much technology comes from Europe, the total economy is so huge and each country has its own characteristics, I have traveled extensively there both on sales training projects and developing distributors in each country. This presentation is quite long, so pick the countries you are interested in and just have a look at them. Hopefully you'll find something interesting in them.
I have traveled to many cities in the United States, but over the past 15 years I have found some cities particularly impressive. From Nashville and its music to San Antonio and it river walk, I found some real adventures. Here are six cities I very much liked going to on business trips.
Here is my experience working in Australia and New Zealand. Those two countries have interesting contrasts and similarities to Japan. They have a wealth of natural resources, but Japan does not. They both have low populations for their land sizes, but Japan has a huge population. Japan and New Zealand have similarities in that they both have wonderful natural hot springs, are island nations and are very mountainous. Have a look.
Working in & Traveling to Southern South AmericaRon McFarland
If you think about it, the southern part of South America is the farthest place on earth from Japan, where I live. Therefore, if you travel there you much achieve as much as possible/trip. I usually made 1-month business trips there. It is an important region of the world though with Brazil in particular being a major global country. I have worked in Brazil, Paraguay, Argentina and Chile. I loved them all. Have a look at my travels there.
During my sales training days, I traveled to the northern part of South America several times, only one time to Colombia though. Those countries are very dependent on the production and export of crude oil, particularly Venezuela (95% of exports). We hear in the news of all the problems of civil war and the drug trade regarding Colombia, but actually I think it is the most industrialized among Venezuela, Colombia and Ecuador. Also, Colombia has a good educational system and is one of the most biodiverse countries in the world. I've enjoyed my travels there. Have a look.
Last week, I mentioned traveling in Central America. Although very close, the Caribean is very different. They countries are mostly tourism based, but there are very important raw materials in the region. Also, they have a mixture of some countries having a British colony history and others having a Spanish colony history. Mostly, it is a region to relax and have fun it. Here are my travels to Jamaica, the Dominian Republic, Puerto Rico, Barbados and Trinidad & Tobago.
Here are my travels to Central America. Each (Guatemala, El Salvador, Nicaragua, Costa Rica, Panama) are different. They all have a charm about them. I mainly gave light-duty truck sales seminars in that region. I hope you enjoy the tour.
About six months ago, I mentioned the importance of globalization to the world's economy. But, how does a company form a business strategy in the current environment? Have a look at the attached. Toward the end of the presentation are specific strategies to take. I hope it generates some business ideas to explore.
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Between the 1990's and early 2000, I traveled and working in Northern Africa. I felt that that region was more like the Middle East than Africa though. I'd been to Morocco several times, one time to Tunisia and many times to Egypt. It is a region rich in natural resources which it is why it is so important for industrialized countries. Have a look at these slide to give you a feeling for the region. The region has politically greatly than when I was there though. I found wonderful people there.
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The Decision-making Process, make it your competitive advantage
1. How to improve decision making quality,
speed and execution
Managing the
Decision Making
process
1
Source: Decide & Deliver, Bain & Company, Inc.
Harvard Business Review Press, Copyright, 2010
Focusing
on decision making
efficiency and
effectiveness.
Ron McFarland, Tokyo, Japan
2. 2
4-Organize
Restructure the organization
to enable a better decision
making process.
2-Identify
Learn what the most
critical decisions are
now.
5-Promote
Expand and
promote the ideal
decision making
process throughout
the organization
1-Assess
Learn the current decision making
effectiveness (where strong,
where weak) and company health
3-Improve
Redesign the decision
making process to get
the best results.
Steps to improve decision effectiveness
There are five steps to achieve successful decision making in quality,
speed and execution.
Better
decisions lead
to better
performance
How good
are our
decisions?
Ron McFarland, Tokyo, Japan
3. 3
Effective decision making components
Quality
How good are our
decision? Are outcomes
successful?
Speed
How fast are decisions
and execution?
Execution
How efficient is the
execution managed?
Effort
What is the expense of time,
energy and assets to achieve
what is decided? Is it too
much or too little?
Decision
management
How good is our
decision making
process?
Ron McFarland, Tokyo, Japan
4. 4
Effective decision making components - Quality
Quality
Quality Decisions
1. They are based on relevant
facts.
2. They are based on good
risk analysis.
3. They have been evaluated
against alternatives.
4. They take into account the
ability to execute.
Ron McFarland, Tokyo, Japan
5. 5
Effective decision making components - Speed
Speed
Decision speed
1. Speed is influenced by the speed of
information sharing and distribution.
2. Speed is influenced by trust.
3. Speed can save money.
4. Speed can improve profit.
5. Speed can add to customer satisfaction.
6. Speed can improve employee moral.
7. Speed can create a competitive
advantage over slower companies.
8. If the decision can be modified later, it is
better to decide quickly now!
Ron McFarland, Tokyo, Japan
6. 6
Effective decision making components - Execution
Execution
Decision execution
1. It is often forgotten in the decision
making process.
2. It is putting decision into action.
3. Available ability, skills, capacities
and assets must be considered to
execute a decision.
4. Excellent execution can be a huge
competitive advantage against
competitors that do not execute
well.
Ron McFarland, Tokyo, Japan
7. 7
Effective decision making components - Effort
Effort
Decision effort
1. It is the time and resources spent in
the decision and execution.
2. It is the trouble caused to all.
3. It is the emotional energy spent.
4. It is necessary but must be less
than the benefits gained by the
decision.
5. Effort can be too much or too little
considering the value of the project.
Ron McFarland, Tokyo, Japan
8. 8
Research on decision making components
1. Decision making effectiveness equals
higher company financial
performance.
2. Decision quality, speed and
execution reinforce one another.
3. Appropriate effort is needed.
4. Process attention is very important.
Source: Decide & Deliver, Bain & Company, Inc.
Harvard Business Review Press, Copyright, 2010Ron McFarland, Tokyo, Japan
9. 9
Step 1 (Assess): Company decision making evaluation
Speed
Select “1”, “2”, “3”, or “4” below regarding your company’s decision making
process.
Execution
Effort
Quality When making critical decisions, we choose the right course of action:
1. Less than 25% of the time.
2. 26 – 50% of the time.
3. 51 – 75% of the time.
4. Over 75% of the time.
We make critical decisions:
1. Much slower than competitors.
2. Somewhat slower than competitors.
3. Somewhat faster than competitors.
4. Much faster than competitors.
We execute critical decisions as intended:
1. Less than 25% of the time.
2. 26 – 50% of the time.
3. 51 – 75% of the time.
4. Over 75% of the time.
In making and executing critical decisions:
1. We either put in far too much effort (assets) or not nearly enough.
2. We put in too much or not quite enough effort than we should.
3. We put in somewhat too much or too little effort than we should.
4. We put in exactly the right amount of effort (assets) on critical decisions.
Source: Bain & Company, Inc.
Ron McFarland, Tokyo, Japan
10. 10
Company decision making evaluation – result sample
Speed
Execution
Effort
Quality When making critical decisions, we choose the right course of action:
1. Less than 25% of the time
2. 26 – 50% of the time
3. 51 – 75% of the time
4. Over 75% of the time
We make critical decisions:
1. Much slower than competitors
2. Somewhat slower than competitors
3. Somewhat faster than competitors
4. Much faster than competitors
We execute critical decisions as intended:
1. Less than 25% of the time
2. 26 – 50% of the time
3. 51 – 75% of the time
4. Over 75% of the time
In making and executing critical decisions:
1. We either put in far too much effort (assets) or not nearly enough
2. We put in too much or not quite enough effort than we should
3. We put in somewhat too much or too little effort than we should
4. We put in exactly the right amount of effort (assets) on critical decisions.
3
4
2
3
Current decision making status:
1. Over 25: You are doing great, keep it up.
2. 21 – 25: Pretty good. Could be great.
3. 16 – 20: Worse than 50% of companies. Put in decision making action plan.
4. 15 or less: Major decision making process change required.
Total scoring method:
Quality X Speed X
Execution X (Effort/4)
Therefore, sample score is
18 (eighteen)
18
Ron McFarland, Tokyo, Japan
11. 11
Organizational structure evaluation toward decision making
Decision style
Select 1-Strongly disagree, 2-Disagree more than agree, 3-Agree more than disagree, or
4-Strongly agree for the below regarding your company’s organizational structure and the
decision making process.
People
Culture
Priorities
We make decisions in a style that is effective. They
appropriately balance inclusiveness & momentum.
(1, 2, 3, 4)
Behaviors
We put our best people in the jobs where they can
have the biggest decision impact.
(1, 2, 3, 4)
Our leaders at all levels consistently demonstrate
effective decision behaviors.
(1, 2, 3, 4)
Our culture reinforces prompt, effective decisions
and action throughout the organization.
(1, 2, 3, 4)
People understand their priorities clearly enough to be
able to make and execute the decisions they face.
(1, 2, 3, 4)
Roles
Processes
Measures & incentives
Structure
Individuals are clear on their roles and
accountabilities in our most critical decisions.
(1, 2, 3, 4)
Information
Our processes are designed to produce effective,
timely decisions and action.
(1, 2, 3, 4)
The people in critical decision roles have the
information they need when and how they need it.
(1, 2, 3, 4)
Our measures and incentives focus people on
making and executing effective decisions.
(1, 2, 3, 4)
Our structure helps, rather than hinders, the
decisions most critical to our success.
(1, 2, 3, 4)
Source: Bain & Company, Inc.
Ron McFarland, Tokyo, Japan
12. 12
Organizational structure evaluation toward decision making - example
Decision style
People
Culture
Priorities
We make decisions in a style that is effective. They
appropriately balance inclusiveness & momentum.
(1, 2, 3, 4)
Behaviors
We put our best people in the jobs where they can
have the biggest decision impact.
(1, 2, 3, 4)
Our leaders at all levels consistently demonstrate
effective decision behaviors.
(1, 2, 3, 4)
Our culture reinforces prompt, effective decisions
and action throughout the organization.
(1, 2, 3, 4)
People understand their priorities clearly enough to
be able to make and execute the decisions they face.
(1, 2, 3, 4)
Roles
Processes
Measures & incentives
Structure
Individuals are clear on their roles and
accountabilities in our most critical decisions.
(1, 2, 3, 4)
Information
Our processes are designed to produce effective,
timely decisions and action.
(1, 2, 3, 4)
The people in critical decision roles have the
information they need when and how they need it.
(1, 2, 3, 4)
Our measures and incentives focus people on
making and executing effective decisions.
(1, 2, 3, 4)
Our structure helps, rather than hinders, the
decisions most critical to our success.
(1, 2, 3, 4)
Current decision making status:
1. Over 35: You are doing great, keep it up.
2. 31 – 35: Good but room for improvement.
3. 26 – 30: There are major barriers to decisions.
4. 10 – 25: Major organization transformation is required.
Total scoring method:
Total score (add all the
scores)
26
Ron McFarland, Tokyo, Japan
13. Step 2 (Identify): Identifying critical decisions
13
List all major department project decisions and
the value they create.
Use surveys, interviews, and workshops to assess
the value and degree of attention required of
each.
Determine the single decision with the greatest
company value potential and risk.
Ron McFarland, Tokyo, Japan
14. Categories of critical decisions
14
Small but critical decisions that is made
and remade frequently and add up to
value over time. These are made every
day and none by themselves carry
much value, but add up over time. An
example would be how sales people
meet customers on a daily basis.
Small, frequent decisionsLarge, one-time decisions
Big decision that carry enormous value
and risk. Usually, onetime or
infrequent organizational or operational
decisions. If these decisions are not
made and executed effectively,
shareholder value could be lost. Once
made, they usually can not be modified
or undone.
Ron McFarland, Tokyo, Japan
15. 15
Finding major decisions along the value chain
Operations
&
processing
Outbound
items
&
services
Marketing
&
sales
After
sales
support
(Processing)
End Users
Technology Development
Direct Activities
Suppliers
Human Resource Management
Infrastructure
Procurement
Support
Activities
Inbound
items
&
services
(Shipping) (Marketing) (Service)(Receiving)
Value Chain Activities
Valued added, cost incurred over time
and a profit margin
Ron McFarland, Tokyo, Japan
16. Analyzing the status of the most critical decision
16
Once the most critical decision is
determined, its status must be
reviewed.
Is it getting the priority
and attention required?
Ron McFarland, Tokyo, Japan
17. 17
Critical decision status review
Rating
4-strongly agree;
3-agree; 2-disagree;
1-strongly disagree
Organization strengths and barriers
to efficient decision making
Decision roles are clear and appropriate. (1, 2, 3, 4)
(1, 2, 3, 4)
(1, 2, 3, 4)
(1, 2, 3, 4)
(1, 2, 3, 4)
(1, 2, 3, 4)
(1, 2, 3, 4)
(1, 2, 3, 4)
(1, 2, 3, 4)
(1, 2, 3, 4)
We use a very effective decision making process.
We have the right information at the right time.
People’s objectives and incentives reinforce the right decision and action.
Participants have the right atmosphere and environment to make and execute decisions.
We use the appropriate decision style. (described below)
We have the right skills and talent in the right decision making roles.
Participants demonstrate good decision behavior.
Our overall culture reinforces making and executing the decision well.
Our structure facilitates making and executing the decision well and quickly with the right effort.
Were “1” or “2” selected?
Those are the concerns that
must change.
Source: Bain & Company, Inc.
Ron McFarland, Tokyo, Japan
18. Four common decision making styles
18
1. Directing – Management tells people what to
do.
2. Participating – All related personnel are
involved in the decision making process, but
one person finally decides and is accountable.
3. Democratic - All related personnel vote on what
is best. The most popular decision is selected.
4. Consensus - All related personnel must agree to
move forward.
Ron McFarland, Tokyo, Japan
19. 19
Step 3 (Improve): Decision Clarification
What?
Make sure everyone
knows exactly what is to
be done and why.
Who?
The roles of decision
makers, recommenders,
experts and executers are
decided.
How?
The approach and total
process are decided.
When?
A timeline of each
process is decided,
including milestones
and progress reporting.
Making
decisions
work
The decision goals
must be specific and
understandable to all!
Ron McFarland, Tokyo, Japan
20. 20
Decision Clarification – What is it?
What?
Tips for success
1. Start all discussion with reminder of what
goal is to be achieved.
2. Explain the situation and reasons to make
the decision.
3. Break down the decision into specific
tasks and confirm task dependences (one
is finished first before another task starts).
Ron McFarland, Tokyo, Japan
21. 21
Decision Clarification – Who should do it?
Who?Use the RAPID system to assign roles
1. R - RECOMMEND
2. A - AGREE
3. P - PERFORM
4. I - INPUT
5. D - DECIDE
Source: Bain & Company, Inc.
Ron McFarland, Tokyo, Japan
22. 22
Who performs the decision process (Rapid)?
R - Recommend
A - Agree I - Input
P - Perform
D - Decide
1. R – Recommend: Who will be responsible for making the recommendation that
something should be done? What options or alternatives does he recommend? What is
his final recommendation? This person is usually close to the problem or opportunity.
2. A – Agree: Who are experts or specialists that know many of the concerns that may
arise with the recommendation(s) given?
3. P – Perform: Who will actually execute the decision until it is successfully
completed?
4. I – Input: Who will be responsible for gathering information, data and facts? This
includes resource/skill requirement facts. This is the gathering point of information.
5. D – Decide: Who will make the final decision and be responsible for its outcome?
For major decisions, several people for these tasks should be assigned.
Source: Bain & Company, Inc.
Usual sequence
#1#2
#4
#3
Ron McFarland, Tokyo, Japan
23. 23
Decision Clarification – How should it be done?
How?
Use best practices to
determine each required
task throughout the
decision making and
execution process.
Ron McFarland, Tokyo, Japan
24. 24
Clear steps and
sequences
- Logical steps and sequence for how decision roles and process will work in practice
- Clear guidelines on how and when to escalate and when to slow down.
Source: Bain & Company, Inc.
Best-practice decision process - How
How?
Closure and
commitment
Structured
decision approach
Feedback system
Meetings and
committees
- Key meetings required for the decision are scheduled with purpose and
participants clearly understood. Why is the meeting needed, who should attend
and what is to be achieved?
- Meetings are reviewed and assignments confirmed afterward in writing.
- Final decision communicated to key personnel.
- The resources allocated (people and money)
- The execution plan in place (actions, accountable people, check-points).
- Ongoing review of execution progress for fast corrective action or expand on
successes.
- Conscious approach to decision: sets goals to achieve, considers relevant facts,
develops alternatives (at least two others) and makes a clear decision after analysis.
Ron McFarland, Tokyo, Japan
25. 25
Decision Clarification - How
Tips for success
1. Handle (1) information gathering, (2)
alternative selection and (3) final decision at
different times so they can be thought over (not
at once).
2. Set a target of seven people to attend every
meeting. More or less is usually counter-
productive (information, perspectives opinions).
3. Track all bottlenecks and learn why.
How?
If there are too many people in
meetings, decision speed could
suffer.
If there are too few people
quality decision making could
suffer.
Ron McFarland, Tokyo, Japan
26. 26
Decision Clarification – When should it be done?
When?
Best companies make
explicit schedules,
timetables, milestones,
and deadlines.
Ron McFarland, Tokyo, Japan
27. 27
Visualizing a decision process– Time (When)
A Gantt chart can track the progress of each task throughout
the decision process.
Note: Reasons for all 1-rework, 2-rediscussions and delays should be
recorded, reviewed and analyzed.
Ron McFarland, Tokyo, Japan
28. 28
Step 4 (Organize): Decision making & organization
Concerns
1. Does the organization structure support decision
making?
2. Does the organization support fast, accurate
information flow?
3. Are the decision maker’s, researchers’, experts’
and executers’ roles and responsibilities defined?
4. Are resources proper for the decision?
Ron McFarland, Tokyo, Japan
29. 29
Decision-centered organization
Does the information flow well between them?
Has the decision maker, recommender, expert(s), researcher(s) and
performer(s) been decided?
In any decision, how many interactions does this involved? Is that
number appropriate?
A traditional organization chart must be flexible for every decision-
making and executing situation.
One decision to purchase equipment could be made in three departments.
Ron McFarland, Tokyo, Japan
30. COMMON CONCERNS: Critical decision-making locations
30
Should cover decisions
that cross product lines,
regions and functions.
National level
decisions
Local level decisions
Choosing the right people and locations for decisions to be
made and executed is an important common concern.
Global level
decisions
Should cover the local
operations, but be
coordinated with other
parts of the organization.
Should cover the
national operation, but
be coordinated with
other parts of the
global operation.
Strong global-national-
local communication link
Decisions made
in the wrong
place is
frustrating!
Ron McFarland, Tokyo, Japan
31. Where is the information
and how well and fast is it shared?
31
If information is lacking,
people give up.
At the world HQ In an individual
Needed Information
Concerns
1. Is it shared at all?
2. Is it understandable?
3. Is it distributed fast?
Ron McFarland, Tokyo, Japan
32. 32
Step 5 (Promote): Multiply good decision making & execution
Action plan
1. Make good decision-making a priority in the
whole organization.
2. Leaders actively use good decision making skills.
3. Promote successful decisions.
4. Train others on good decision making
techniques.
5. Measure the impact on profit.
Ron McFarland, Tokyo, Japan
33. Managing the
Decision Making
process
33
Source: Decide & Deliver, Bain & Company, Inc.
Harvard Business Review Press, Copyright, 2010
Thank you
Putting your
attention and focus on
decision-making could give you a strong
competitive advantage.
Decision
making
focus
Ron McFarland, Tokyo, Japan