LES PILIERS


PRISE DE DÉCISION RÉCURRENTE



Each pillar includes tailored best-practices elements,
insuring decision-making efficiency and robustness.




PROCESSUS & OUTILS


D’un processus inexistant à des directives décisionnelles agiles et claires.


Specific tools, play specific roles in optimizing a current decision-making environment.
Based on the customer needs, a tailored selection is proposed to reach the targeted robustness level.
Specific tools, play specific roles in reaching the targeted robustness level.


Un processus simple, efficace et agile en 5 étapes (S.O.O.D.E.) applicable à tout type de décision.
Une carte de référence (basée sur les étapes et sous-étapes de S.O.O.D.E.) pour aider les parties prenantes et les décideurs à se remémorer la voie à suivre.
Les objectifs et critères des décideurs sont identifiés et communiqués le plus tôt possible afin de mieux évaluer les options potentielles.
Plusieurs options sont présentées aux décideurs, leur permettant de décider parmi certains choix plutôt qu’une solution imposée, assurant une meilleure et plus forte décision.
Un tableau regroupant la situation, les objectifs et les options potentiels afin de permettre une évaluation concise et efficace de ces options.
Knowledge gaps, or unknowns, have to be identified in order to better evaluate the options and the decision to be made.

As of risks, every potential option comes with their set of it. Proper contingency plan have to be ready in case the decision’s outcome doesn’t turn out to be as expected and the risks into problems.

Durant la gestion de décisions complexes, les jalons de qualité sont inclus dans le processus afin d’assurer que toutes les sous-étapes ont été couvertes avant de progresser.
Un modèle de présentation standardisé qui suit la méthodologie S.O.O.D.E.  et contribue à recueillir les informations pertinentes, diminuer l’effort de présentation et assurer que l’information nécessaire soit présentée afin de prendre une décision.
Un document dédié, basé sur la méthodologie S.O.O.D.E., aide le suivi et la capture des décisions passées, actuelles et futures. Le tout offre un statut réel sur les décisions en cours de traitement, permettant une planification précise des ressources afin de supporter les décisions à venir et facilite le partage des connaissances sur les décisions passées.
La capture des connaissances découvertes lors de prise de décision améliore la force collective d’une organisation au-delà des expériences individuelles. Les connaissances sont enregistrées et partagées parmi l’organisation par le biais de rapports et registres décisionnels.


Infrastructure & Gouvernance


De non structurée à une prise de décision pleinement intégrée.


The bigger an organization gets, the more complex its overall management becomes.
Each best practice helps clarify and manage decisions.


Following internal hierarchy and decisions making authority, each decision level has their own set of criteria, defining which decisions have to be made by which decision-maker(s).
+ The benefit of clarifying decision levels helps prioritizing and better address upcoming decisions.
Not putting this in place usually allow decisions to be escalated in an unstructured fashion way, ending up in loosing precious time.
Following internal hierarchy, each level has pre-identified decision-makers.
+ The benefit brings time saving as decision makers are already identified by decision levels to address every decisions.
Not setting this hinders overall efficiency as some important decision-makers are sometimes forgotten to be invited.
As part of the general governance, dedicated and recurrent time is set within the different decision-maker(s) agenda to periodically tackle decisions.
+ The benefit brings unprecedented efficiency upgrade as it insures timely decision-makers availability.
Not setting this ends up in several ad-hoc meetings, difficulty to find time where every decision-makers are available altogether and postponing crucial decisions.
A mandatory touch point is conduct at step 2 with the decision-maker(s) to identify, prioritize and validate any objectives to be considered.
+ Ensure early alignment and direction to be followed.
Not clarifying the objectives with the decision-maker before performing any analysis often result in non productive setbacks.
Based on importance, inter-relation and required lead time, decisions can be planned upfront.
+ The benefit of this is proper effort planning and resource allocation.
When not established, a unplanned major decision will disturb the system as it will require last minute resource allocation.
Concise or extended, the communication includes a briefing on the situation, the selected objectives, the evaluated options, the decision and the way forward.
+ The benefit of explaining the decision improves overall engagement by making people adhering and acting on the decision.
When not properly communicated, people tends to not understand and agree with the decision, ending in resisting by questioning it, intentionally postponing its implementation or actively contesting it.
Les plans d’implémentation sont produits afin d’aider l’exécution des décisions.
Be prepared to be wrong.
Every decision includes the risk of not delivering the expected results.
+ The benefit ensures proper risk tracking during the Evaluation phase and allows the establishment of a plan B if needed.
Not consolidating risk management and decision tracking together  makes it hard to properly manage decision outcomes and react efficiently.
Basé sur les plans d’implémentation, le progrès et les résultats des décisions sont suivis.
Decision Robustness Indicator (DRI) helps calculate, consolidate and communicate status on decisions making quality.
+ The benefit of it helps teams in identifying their robustness level.
Not implementing this usually slows down organizations in their quest of reaching best-in-class level.

Mentalité & Comportement


De compétences restreintes aux savoir-faire entièrement déployés.


Using the right level of know-how is imperative to effectively enable decision-making.
The more complex the decision is, more principles are needed.
Using the right level of know-how is imperative to effectively enable decision making.

Not too soon nor too late, decisions have to be made at the right time.
+ It allows proper lead time to conduct thorough analysis before making a decisions without over analysis it.
If time is incorrectly assessed, decisions are made prematurely or too late, compromising the final outcome.
To make the best possible decisions within the giving time, potential information, options and risks should be openly discussed.
+ Debating allows team to efficiently expose, discard and discover important elements to make the best decision.
When not reinforce, team members usually approach decisions with their mind already set on a final option, trying to convince others to accept their choice rather than working together towards a collective solution.
During participative decision-making, team members are asked to voice their opinions regarding a decision to be made.
+ Showing sincere equity towards team members opinions greatly improves commitment and collaboration during the implementation phase.
Asking opinions without properly listen or consider them, greatly reduce commitment and trust from team members in the decision-making process.
Decision-making involves the evaluation of several options.
+ Testing the assumptions before making a decision brings knowledge within the equation and increases the level of robustness. Transforming « I think that… » into « I know that… »
Not doing this seriously raises the level of risk.
To resolve complex decisions, an internal or external stakeholder is nominated by the decision-maker(s) to act as specialist and provide an independent opinion to guide and challenge the team.
+ Doing such brings robustness by exposing inadequate or immature solution.
Not having a member playing devil’s advocates can delay the exposure of major risks.
Too many times unproductive behaviours such as advocacy toward a recommendation, battles of wills or behind-the-scenes manoeuvring could be seen among a group.
Rather than trying to convince others to vote for their own pre-selected solution, participants should be part of the decision-making process with an inquiry-focused mindset, consider a variety of options and work together to discover the best option.



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