Forum Views - July 2023

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FORUM VIEWS - JULY 2023

Then there are many decisions where executives are actually

paid well to bring their interpretation of facts or conclusions

from assumptions to the table to finally make a call. These

kinds of decisions are based on the expertise, experience and

human creativity of executives (i.e., their cognitive diversity).

This is where we want informed opinions to avoid undesired

cognitive biases.

• What kind of structures & processes are in place to prevent

unwanted cognitive biases?

• Does the leadership have specific values or beliefs that

prevent selected decisions from being questioned by

stakeholders? Are these decisions likely to affect the

performance of the company?

Obviously, each of these three dimensions requires a much

more detailed assessment than what I have been able to offer

here, but my experience shows that these three dimensions

cover about 80% of what can go wrong along a well-designed

decision process - at the individual or organizational level.

Most importantly, the DI-Cube highlights that it is not only the

(big) data perspective (INTELLIGENCE dimension) that

matters (and where most of the current management or

investor attention goes to) but also how executives deal with

DISSENT, how they reflect on their IDEOLOGIES and how these

dimensions affect the quality of their decision processes.

In sum, Decision Intelligence as an approach and the DI-Cube

as a framework offer organizations a structured approach to

better decision-making, considering various factors such as

advanced technologies when gathering intelligence,

organizational behaviour when dealing with dissent, and

insights from neuroscience when fighting cognitive biases.

While data-driven approaches have been in focus for a while

and cognitive biases are often discussed in the context of

diversity & inclusion, investors and executives should pay

more attention to how organizations create consensus and

embrace dissent along the decision process. It empowers

organizations to navigate complexity, reduce biases, and

make more informed decisions contributing to their long-term

growth and financial prosperity.

Good decision-making isn't only about data. It's about

dealing with dissent and cognitive biases

Finally, some decisions are neither based on rational

assessments nor informed opinions but on different levels of

ideology. This kind of decision-making is very difficult to

change because it is strongly connected to the beliefs and

(cultural/personal) values of decision-makers. Such an

approach can be part of an organization's DNA (e.g., the

Catholic church) or the mission statement of a company (e.g.,

there is a large retailer in Switzerland which doesn't sell

alcohol in their shops based on the founder's 'mission

statement' - although it would be very profitable, and all

competitors are doing it). However, too much ideology can

negatively affect an organization's efforts to invest in the

gathering of facts or the development of reasonable and solid

assumptions as a basis for decision-making (i.e.,it negatively

affects the INTELLIGENCE dimension). The same logic applies

to such an organization's ability to deal with dissent (i.e.,it

negatively affects the DISSENT dimension).

• Is the leadership clear about what level and kind of biases

are acceptable to influence their organization’s decision-

making?

Possible Assessment Questions:

Dr. Roger Moser, a Swiss national living in Australia, serves as faculty at

Macquarie University, Australia, University of St.Gallen, Switzerland, and the

Indian Institute of Management in Udaipur. Dr. Moser also serves as Chairman of

the Board of Directors of SatSure AG - a Decision Intelligence from Space

Providerheadquartered in Bangalore. SatSure leverage advances in satellite

remote sensing, machine learning, big data analytics and cloud computing to

create products and solutions which help enterprises, including Indian banks and

infrastructure companies, and their people to make smarter decisions.

He is also a thought leader in Decision Intelligence and coaches executives in

improving their impact and performance through a combination of the latest

insights from managerial, social, natural and neuro-science. In the past, Dr.

Moser established the BMW-Endowed Chair at China-Europe International

Business School in Shanghai, China, and the Airbus-Endowed Chair at IIM

Bangalore. He also supported other MNCs such as Daimler Trucks in developing

their future business models in new market and technology developments.

Besides numerous academic publications, he is regularly publishing about

Decision Intelligence in his LinkedIn newsletter “Decision Model Innovation”.

1. https://www.bain.com/insights/decision-insights-1-score-your-organization/

2. https://www.gartner.com/en/newsroom/press-releases/2022-11-28-gartner-

releases-first-hype-cycle-for-emerging-technologies-in-finance

Decision Intelligence as an

approach and the DI-Cube as

a framework offer

organizations a structured

approach to better decision-

making, considering various

factors such as advanced

technologies when gathering

intelligence, organizational

behaviour when dealing with

dissent, and insights from

neuroscience when fighting

cognitive biases.

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