Forum Views - July 2023

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FORUM VIEWS - JULY 2023

The y-axis of the DI-CUBE is probably the most

underestimated aspect of successful decision-making. Based

on my experience working with executives and several

research projects, I believe that this aspect is currently the

most underrated factor of good decision-making at companies

because you can neither just buy a piece of software and

automate it nor do executives often invest the time it requires

to deal with it.

• Are structures & processes in place that allow for

identifying dissent among stakeholders regarding relevant

facts and assumptions / the interpretation of the

intelligence gathered? Are they effective?

• Are structures & processes in place to deal with dissent

and increase the level of consensus among the relevant

stakeholders of a decision? Are they effective?

• Are principles established that help decision-makers to

decide when to ‘ignore’ disagreement among the

stakeholders of a decision? Are they accepted?

Finally, the z-axis is probably the most difficult to evaluate and

change. It covers assessing how executives or organizations

prioritize the relevant facts and essential assumptions to base

their decisions on and how they deal with dissent within or

outside the organization.

What does this mean? Well, there are some decisions where

you don't require any dissent assessment because the

required facts & figures or assumptions that matter are well

accepted by all major stakeholders (e.g., criteria to evaluate a

customer along a KYC process etc.). These kinds of decisions

can be made based on rational assessments with no cognitive

preferences (biases).

Possible Assessment Questions:

Z-Axis (PREFERENCE Dimension):

Exhibit 1: Decision Intelligence CUBE

X-Axis (INTELLIGENCE Dimension):

Possible Assessment Questions:

Y-Axis (DISSENT Dimension):

When analyzing an executive's or an organization's decision-

making behaviour and structures, we first assess how facts

are gathered, assumptions are developed, and uncertainty is

dealt with. In our experience, many companies are today well

organized to gather facts & figures but have no consistent

approach to develop and test assumptions, let alone

established intelligence acquisition processes when dealing

with uncertainty. Based on this assessment, we then identify

opportunities to improve a company's intelligence-gathering

processes when preparing decisions.

• Are our decision-makers framework-proficient enough to

select the right frameworks and models?

• Do we invest in the right technologies to gather and

process intelligence?

• How do we develop assumptions about future

developments, and can we identify those developments

that genuinely affect our company's business model?

• Are we able to think in alternative business context

scenarios?

• Do we have principles in place when we face true

uncertainty?

Once we understand how executives or organizations gather

the intelligence they need, the next important dimension is

how they deal with DISSENT among executives along the

decision-making process. Dissent can happen with respect to

different conclusions from the intelligence gathered or what

kind of facts or assumptions are essential to decide in the first

place.

Source: Roger Moser

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