<img alt="dcsimg" id="dcsimg" width="1" height="1" src="//www.qsstats.com/dcsuuvfw300000gkyg9tnx0uc_3f7v/njs.gif?dcsuri=/index.php/c/a/IT-Management/The-DecisionMakers-Playbook-827465&amp;WT.js=No&amp;WT.tv=10.4.1&amp;dcssip=www.cioinsight.com&amp;WT.qs_dlk=XG5ITkLOW4DkdB0RPr17lAAAAAk&amp;">

The Decision-Maker's Playbook

By Dennis McCafferty  |  Posted 09-29-2010 Print
Why do so many ideas that seem so right at first go so wrong? It's not necessarily because they're bad ideas. It could be that the decision-making process at your organization is badly in need of a tune-up, according to the new book, "Decide & Deliver: 5 Steps to Breakthrough Performance in Your Organization"(Harvard Business Review Press/Sept. 27). Authors Marcia W. Blenko, Michael C. Mankins and Paul Rogers of Bain & Company Inc., a global management consulting firm, present a compelling case for CIOs and other top managers to come up with a systemic model for decision-making. The goals are to minimize risks and increase those factors that most often lead to success. For example, too often, organizations seek 100 percent agreement among a large number of decision-makers before launching implementation. That's a big mistake, the authors contend, as such efforts stall or compromise a great idea, and can lead to failure. By keeping only essential decision-makers/executors involved in the process, organizations can come up with a playbook for idea implementation that can be used over and over again. Here's more on how to do it.


Submit a Comment

Loading Comments...
eWeek eWeek

Have the latest technology news and resources emailed to you everyday.