Assess your decision effectivenessIt's not only about how good your decisions are, but how fast you make them and how well they're executed.
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.
Dennis McCafferty is a freelance writer for Baseline Magazine.
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