8. October 2022

ABCD Decisions

Great decision making can bring vitalising energy to a transformation. It’s crucial not to treat different decisions with the same approach. A McKinsey & Company article, ‘Untangling Decision Making’ suggests a practical triage:

Big-bet decisions: These shape the future of the company. Regularly reviewing them is key to overcoming cognitive biases. Good practices: appoint a senior executive sponsor, have a clear problem statement, break the problem down and reconnect, have quality dialogues, use devils advocates, run scenarios, etc.
Cross-cutting decisions: These require collaboration across groups, without a single point of decision (e.g. product launch). Good practices: lay out the steps, agree on a clear calendar, cadence, hand-offs, establish a limiting number of governance bodies, create shared objectives/measures, etc.
Delegated decisions: can be handled by individuals or working teams. Best practices: place the responsibility closest to the work for better, more efficient decisions, increasing accountability. Avoid overlapping decision rights, establish an escalation path, don’t let people abdicate.
Ad hoc decisions: worry about these when number 1 to 3 are optimised 🙂

How well do you segment and treat decisions accordingly?

Better Navigating Uncertainty

In a transformational business situation you have to deal with uncertainty. How can you as a leader expand your capacity to deal even better with

Achieve more with Ease

In a transformational situation, it can be tempting to focus on working harder and harder to achieve your goals. However, there is a limit to

The Power of Co-Elevation

In a transformation, it is key to create high-performing teams that cut across reporting line structures. In this context, I very much like Keith Ferrazzi’s