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Execution-MiH ENCYCLOPEDIA →
Execution Making-it-Happen →
SECTION - Execution Intensity →
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CHAPTER -
| Decisioning Intensity |
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Having good ground intelligence, detailed & high frequency management will not help if it is not matched with the speed and sharpness of decisions needed execute. This is perhaps the weakest link in an organizations ability to intensify the execution. You might have heard of 'too much data but too less information'. Applying the same paradox, organization suffer from the syndrome of 'too much information but too less decisions'. The decisioning intensity includes decision tree readiness, decision turn-around, decision empowerment and decision feedback loop.
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Topics
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Decisioning Tree Readiness
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It is useful in a high challenge execution situation to keep a decision-tree ready. A typical business will be having finite possibilities of situations and exceptions it has to manage. A decision-tree will have a typical response to a given business situation. The response will include the possible root-causes behind an exception, and how to validate a root-cause, what investigation to do and what actions to take. Having a decision tree does not take away the human judgment and response to a ground situation. It helps in consistency and speed of decision.
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Decisioning Turn-around time
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Smartness of a decision needs to be coupled with the speed of decisioning. Most of the decisions related to foreseen exceptions can be accelerated through a pre-existing decision-tree. The decision turn-around can be speeded-up by a greater empowerment, and adding 'decisiveness' to the key execution leader competencies**.
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Decision Process Readiness
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This is primarily to do with the consistency and quality of decision making process. A sound training, well-defined 'decisiveness' leadership competency, guidelines for decision-making and having a good decision-tree should form a good foundation for decisioning process.
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Decision Empowerment Matrix
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Speed of decisioning is not always linked to the level of empowerment. Depending on the situation, a decision could be taken faster by limiting the empowerment. Some execution challenges may need a greater caution and risk-control. A direct control and drive by the senior management, with lower levels following the commands may work faster and better. The Execution agenda which needs more speed than caution could lead to lower levels with greater empowerment. An organization should typically work on the principle of 'why not empower?' instead of 'why to empower?'. A business should continuously review its empowerment matrix as existing aspects of the business settle down and new agenda emerges.
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Decisioning Feedback Loop
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Anticipation intensity is the sharpness with which a business can foresee the future, and possibility of exceptions. Anticipating it
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All Chapters in "Execution Intensity." Section
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