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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