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.
Based on the customer needs, a tailored selection is proposed to reach the targeted robustness level.
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.
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.
+ 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.
+ 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.
+ 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.
+ 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.
+ 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.
+ 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.
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.
+ 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.
The more complex the decision is, more principles are needed.
+ 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.
+ 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.
+ 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.
+ 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.
+ 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.
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.