My immediate thoughts and reflections. Not all decisions a created equal. The decision is not always clear. It is inevitable bound by our own understanding and previous success or failure with such decisions (even if we made them or not)… Then there’s the other lovely insights from corporations, you could have the authority to make a decision but not the resources to execute it.
Hi Martin - you're opening up interesting points around decision makers, the operating process, organisations and culture.
When you say organisations, are you talking about small start-ups or large blue-chips? I'd be interested to hear more about your experiences - I'm sure you've many diverse stories.
I used to love empowering experts in each of the different department functions to bring their ideas to the table. We had lots of discussion, arguments and creativity with eclectic, fun, messy, innovative exercises, but we also had highly structured, 1 slide-summary 'decision-to-be-made' joint venture decisions. Different decisions, different processes - thoughts?
When we had 'material' decisions I may have had the ultimate veto-decision power but I never had to use it, oh maybe once in one company.
I guess I'm saying it's how leaders of cross-functional teams choose to translate the broader vision and numbers the company to their own group/department/brand that counts, over any one specific system/process. Even with templates and company processes in blue-chips, how each VP/director put them into practice can differ.
I've had different countries experiences, global/local plans, long and short- term strategies, cross functional strat, etc... situational leadership, agility and innovation worked for me, I use my leadership mantra here on substack too 'empathy and inspiration'. Just in a v different context!
having my own business makes things a lot easier! Long comment! I'm interested to hear your thoughts, Martin
My immediate thoughts and reflections. Not all decisions a created equal. The decision is not always clear. It is inevitable bound by our own understanding and previous success or failure with such decisions (even if we made them or not)… Then there’s the other lovely insights from corporations, you could have the authority to make a decision but not the resources to execute it.
When you say the decision isn’t always clear, do you mean you can’t decide? Or that you’re not always clear what a good outcome is?
Sometimes people or teams are not clear what decision they need to make.
“The ingredients of good decision making
High input, low democracy”
💯 Martin. And might I add—lacking in today’s business culture.
Sure is. Decision by commute is driving me crazy
I like the 26 breaths technique. I think it worked last night but I can't remember what # I got to.
Ha, then it probably worked. It’s amazing how good that one is!
I’ll keep it in my no-sleep arsenal for sure! Thanks again!
Hi Martin - you're opening up interesting points around decision makers, the operating process, organisations and culture.
When you say organisations, are you talking about small start-ups or large blue-chips? I'd be interested to hear more about your experiences - I'm sure you've many diverse stories.
I used to love empowering experts in each of the different department functions to bring their ideas to the table. We had lots of discussion, arguments and creativity with eclectic, fun, messy, innovative exercises, but we also had highly structured, 1 slide-summary 'decision-to-be-made' joint venture decisions. Different decisions, different processes - thoughts?
When we had 'material' decisions I may have had the ultimate veto-decision power but I never had to use it, oh maybe once in one company.
I guess I'm saying it's how leaders of cross-functional teams choose to translate the broader vision and numbers the company to their own group/department/brand that counts, over any one specific system/process. Even with templates and company processes in blue-chips, how each VP/director put them into practice can differ.
I've had different countries experiences, global/local plans, long and short- term strategies, cross functional strat, etc... situational leadership, agility and innovation worked for me, I use my leadership mantra here on substack too 'empathy and inspiration'. Just in a v different context!
having my own business makes things a lot easier! Long comment! I'm interested to hear your thoughts, Martin
I'm pretty sure I read it way back when but it's just as good as a reminder.
I think you probably did Michael. I think you've been here from the start!