Over the last several decades, the field of Decision Analysis has evolved from a focus on specific decisions to achieving Organizational Decision Quality (ODQ)—the culture, governance models, processes, and competencies that enable an organization to consistently achieve high-quality decisions.
An organization that has achieved ODQ exhibits these attributes:
Making high-quality decisions is second nature.
- Decisions are framed appropriately.
- Decisions are made with clear “line of sight” to value.
The organization understands its decision roles and has the requisite skills.
- Involves the right people in the right way.
- Makes sure their skills align with the job.
Decision processes are used routinely.
- Appropriately addresses each decision situation with the right balance of content, analytic rigor, and facilitation.
- Focuses on reaching a quality decision in an efficient, timely manner.
The organization is aligned around Decision Quality (DQ).
- Employs a common language for talking about and understanding DQ—including clarity of value and value metrics.
- Shares—and acts upon—an enterprise-wide desire for DQ.
Learning is ongoing.
- Continuously learns and improves DQ.
The Path to ODQ
Every group’s journey to ODQ is unique in its pace and design. That said, organizations tend to progress along a similar path as they evolve toward full and sustained integration of ODQ:
|1: Project DQ||Periodic application of DQ to specific opportunities and decision problems.|
|2: Islands of ODQ||Regular application of DQ for key decision makers in specific departments and business units.|
|3. Full ODQ||The full decision making community understands and uses DQ and has adopted the language and culture of DQ in collaborative value creation.|
|4. Sustained Enterprise ODQ||DQ is in the organization’s DNA. Having reached this stage, the organization will sustain its commitment to DQ even through changes in leadership.|