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WHO HAS THE D?

Clearing the bottlenecks

Every success, every mishap, every opportunity selxed or missed is the result of a decision that someone made or failed to make.

If you can't male the right decisions quickly and effectively, and execute those desicions consistently, yur bussines will lose ground.

Indeed, making good decisions and making them happen quickly are the halimarks of high-performing organizations.

Bottlenecks

The Decision-Driven Organization

A decision-making primer

Global versus Local

Center versus Bussines Unit

Function versus Funtion

Inside versus Outside Paterns

Good decision making depends on assigning clear and specific roles.

RAPID and another tools used to analyze decision making give senior management teams a method for assigning roles and involving the relevant people.

The key is to be clear who has input, who gets to decide and who gets it done.

The five letters in RAPID correpond to the five critical decision making roles:

AGREE

Those who need to sign off on it before it can move forward.

DECIDE

Must bring the decision to closure and commit the organization to act on it.

RECOMMEND

Ppl in this role are responsible for making a proposal or offering alternatives.

PERFORM

They see to it that the decision is implemented promptly and effectively. It's a crucial role.

INPUT

Responsabilities are consulted about the recommendation, they provide the relevant facts that are the basics of any good decisions.

RAPID can be used to help redisign the way an organization works or to target a single bottleneck.

The defining characteristic of high-performing organizations is their ability to make good decisions and to make them happen quickly. The companies that succed tend to follow a few clear principles.

Some decisions matter more than others. The decisions that are crucial to building value in the bussines are the ones that matter most.

Action is the goal. Good decision making doesn't end with a decisions, it ends with implementation.

Ambiguity is the enemy. Clear accountability is essential: it means defining who has responsability to make decisions.

Speed and adaptability are crucial. Making good decisions quickly has a higher metabolism, which allows it to act on opportunities and overcome obstacles.

Decision roles trump the organizational chart. No decision-making structure will be perfect for every D. The key is to involve the right people at the right level in the right part of the organization at the right time.

A well-aligned organization reinforces roles. Clear decisions roles are critical, but they are not enough. If an organization dos not reinforce the right pproach to decision making trough its measures and incentives, information flows and culture, the behavior won't be come routine.

Practicing beats preaching. Involve the ppl who will live with the new decision roles in designing them.

Every major company today operates in global markets, buying raw materials in one place, shipping them somewhere else, and selling finished products all over the world, Most are trying simultaneously to build local presence and expertise, and to achive economies of scale.

Bussines units are on the front line, close to customer; the center sees the big picture, sets broad goals and keeps the organization focused on winning.

Decisions that cur across functions are some of the most important a company faces. Indeed, crossfunctional collaboration has come an axiom of bussines, essential for arriving at the best answers for the company and its customers.

Has come familiars with the rise of outsourcing, joint ventures, strategic, alliances, and franchising. Decision making within an organization is har enough. Trying to make decisions between separate organizations on different continents adds layers of complexity that can scuttle the best strategy.