Collect information and data centrally on any given situation. Get the perspective of other departments or even experts outside your organization. Due to the organization of the work in circles, it is always clear who takes on which responsibility. You will be surprised how effective this makes you ;-)
In the decision-space you actively work on the solution, create alternatives and agree on the relevant evaluation criteria. In this way, data on resources, KPIs, and even soft facts are incorporated into the assessments. Always transparent in the context and comprehensible at all times.
As a decision maker you will never again be confronted with badly prepared situations. You inform yourself when you want and specifically, down to the detail that interests you. You weight criteria, decide directly - or ask for further opinions and information.
If you are not good at making and implementing decisions, nothing else matters.
In a global study by Bain, with nearly 800 companies, the top companies achieve an average score of 71 on a decision effectiveness scale of 0 to 100. All other companies, on the other hand, achieve an average score of only 28. The enormous difference is due to multiplier effects of quality, speed and result on overall effectiveness. In other words, the average company has the potential to more than double its ability to make and execute critical decisions. Bain found that top companies perform about 15 to 20 percent better than other companies in each of their business areas.
Effective decisions are the key to outstanding performance
beeBlum can help you to show what your company is already strong in and where it can be improved. With beeBlum you can easily find out which decisions have been discussed extensively, how fast or slow decisions were made, or how many alternatives were considered on average. You can find out which information was particularly helpful for decisions, which criteria met with high approval or resistance in the organisation. A network analysis made it possible to identify wasted time in the decision-making process. What percentage of interactions turned out to be potentially inefficient, what percentage of people involved in an average interaction did not add value?
Making decisions at the right level
In an exponential organization, the challenge is to determine exactly what decision makers - regardless of their company status - need to make good decisions and implement them effectively.
One of the most important skills of successful companies is therefore to enable decisions to be made in appropriate circles. The consideration of the decision type plays an important role in this. Big-bet decisions (e.g. a possible takeover) are rare but risky and have the potential to influence the entire future of the company. They are usually the responsibility of the top team and the board of directors. Cross-domain decisions (e.g. pricing decisions), occur more frequently and are made in cross-domain circles. Delegated decisions are the most frequent and comparatively low-risk. They are handled by one individual or a working team with limited input from others.
With the help of beeBlum you can see how many and what kind of decisions have been delegated to other circles. For example, if a circle has delegated decisions to another circle very often, something must be wrong with the division of responsibility between these circles.
A better organizational design
By analysing the people involved in the decision-making process and their relationship to the circle making the decision, it is possible to determine the distance between coordination and context. By correlating distance and speed depending on the decision categories, it is possible to gain valuable insights into the effectiveness of the individual circles.
With beeBlum, an organisation is successively designed that can make and execute decisions better and faster than the competition. The result is what managers always try to achieve and yet so rarely achieve: more performance.
Identify and eliminate bottlenecks
Bottlenecks of other kinds can be detected by evaluating key figures. For example, an examination of allocated budgets or other scarce resources can provide an initial indication that implementation could be more problematic than it initially appeared when viewed in isolation. By assigning decisions to objectives and strategic targets, you can get an indication much earlier than is possible today whether an organization is developing in the desired direction.