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Faster, Smarter Decision Cycles              A FastTime® Leadership Presentation   Presented by Joyce Reynolds-Sinclair, P...
FastTime® Leadership                    Mission & Core Beliefs• Whom we serve     We provide leaders and planners with• Wh...
Evolution of FastTime®         1990                                   2000                                      2010      ...
©2012 Leland Russell | FastTime® Leadership Advisors   4
CHANGE          ECONOMIC SHOCKS                                      TECHNOLOGY       CYBER BREACHES,CRIME, TERRORISM, WAR...
Applications of FastTime ®  Successful Client Engagements       ©2012 Leland Russell | FastTime® Leadership Advisors   6
Breakthrough Question     About the Quality and Speed of Decisions“How do you increase both the quality and speed of decis...
FastTime®   The Decision Cycle ™   Why Decision Quality and Speed Are Important• Definitions:   o A “Decision” is a commit...
The Value of Decision-Making Quality and Pace         Source "More, Better and Faster Decision Making: Techniques for Expl...
FastTime®   The Decision Cycle ™    Strategies, Plans and Actions are Decisions.            • What assumptions do we make?...
FastTime®            The OODA Loop                                     OBSERVE                                   Forty Sec...
FastTime®   The Decision Cycle ™                                      Stages     Enablers                                 ...
FastTime®    Decision Stages                                                                        Stage                 ...
FastTime®   Decision Stages                                                                       Stage                   ...
FastTime®   Decision Stages                                                                        Stage                  ...
FastTime®   Decision Stages                                                                       Stage                   ...
FastTime®       Decision StagesBEST PRACTICE                                                                              ...
FastTime®   Decision Stages                                                                       Stage                   ...
FastTime®        Decision StagesBEST PRACTICE                                                                             ...
FastTime®   Decision Stages     Generate                    Compare                             DecideReview             M...
FastTime®   The Decision Cycle ™                                      Stages     Enablers                                 ...
FastTime®   Decision Enablers               ©2012 Leland Russell | FastTime® Leadership Advisors   22
FastTime®   Decision Enablers   Virtual                                                              Virtual  Tools       ...
FastTime®   Decision Enablers   13. We leverage virtual tools and processes to   increase the speed decision cycles.      ...
FastTime®       FastTime® CollaborationBEST PRACTICE                Seamless Integration                            Facili...
FastTime®           Decision EnablersDIVERSITY of:                                                                        ...
FastTime®   Decision Enablers 14. We tap the collective intelligence of large, diverse groups to improve the quality of de...
FastTime®             Decision EnablersBEST PRACTICE         Face-to-Face CI Example                                      ...
FastTime®       Decision EnablersBEST PRACTICE    “It was a cost-effective way to engage our      stakeholders in an itera...
FastTime®   Decision Enablers               ©2012 Leland Russell | FastTime® Leadership Advisors   30
FastTime®   Decision Enablers 15. We identify who is accountable for quality and speed during each stage of the cycle. 16....
FastTime®   The Decision Cycle ™                                      Stages     Enablers                                 ...
FastTime®   Decision Behaviors               ©2012 Leland Russell | FastTime® Leadership Advisors   33
FastTime®   Decision Behaviors   17. We proactively manage the trust levels among   our colleagues and stakeholders.      ...
FastTime®   Decision BehaviorsHigh         High Trust Level Decisions          Faster, Smarter               Competency   ...
FastTime®     Decision BehaviorsBEST PRACTICE                                Trust Audit      Do people know what to expec...
Aligning for                           Collective ActionCollective                                                        ...
FastTime®   Decision Behaviors 18. Our people accept collective responsibility and proactively participate in the decision...
FastTime®   Decision Behaviors   19. We make a conscious effort to understand and   compensate for our cognitive biases.  ...
FastTime®      Decision Behaviors                                                                                        I...
FastTime®        Decision BehaviorsBEST PRACTICE      WORKSHOP                               Software Defects             ...
FastTime®   The Decision Cycle ™    20. We strive to continuously improve the    quality and speed of our decision cycles....
FastTime®     The Decision Cycle ™                                                      Level One Self-Assessment         ...
FastTime®            The Decision Cycle ™                                          Applications  Assessment Process       ...
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Faster Smarter Decision Cycles: The Key to Winning in the New Normal

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The Decision Cycle™ is a methodology for making and executing faster, smarter decisions at all levels of the organization.

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  • Appreciate the inclusion of Boyd in the presentation. Ryan Holiday would approve too!
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Faster Smarter Decision Cycles: The Key to Winning in the New Normal

  1. 1. Faster, Smarter Decision Cycles A FastTime® Leadership Presentation Presented by Joyce Reynolds-Sinclair, Ph.D., and Leland Russell ©2012 Leland Russell | FastTime® Leadership Advisors 1
  2. 2. FastTime® Leadership Mission & Core Beliefs• Whom we serve We provide leaders and planners with• What we do methods for thinking, planning and acting• Why we are unique that are fast, simple and cost effective.• What we believe o Follow First Principles o Deliver the essence of the best o Organize with radical simplicity ©2012 Leland Russell | FastTime® Leadership Advisors 2
  3. 3. Evolution of FastTime® 1990 2000 2010 GEO Paradigm GEO Paradigm™ Winning in FastTime® FastTime® LeadershipEver-accelerating Velocity ̶ Quantity ̶ Severity of Change / Complexity ©2012 Leland Russell | FastTime® Leadership Advisors 3
  4. 4. ©2012 Leland Russell | FastTime® Leadership Advisors 4
  5. 5. CHANGE ECONOMIC SHOCKS TECHNOLOGY CYBER BREACHES,CRIME, TERRORISM, WARS COMPETITION EXTREME WEATHERMAJOR ACCIDENTS DISRUPTIVE INNOVATIONS POLARIZING POLITICS MARKET PREDICTABILITY BUSINESS LIFESPAN ©2012 Leland Russell | FastTime® Leadership Advisors 5
  6. 6. Applications of FastTime ® Successful Client Engagements ©2012 Leland Russell | FastTime® Leadership Advisors 6
  7. 7. Breakthrough Question About the Quality and Speed of Decisions“How do you increase both the quality and speed of decisions at all levels of your organization?” ©2012 Leland Russell | FastTime® Leadership Advisors 7
  8. 8. FastTime® The Decision Cycle ™ Why Decision Quality and Speed Are Important• Definitions: o A “Decision” is a commitment to a course of action. o “Decision Making” is a cognitive process that creates a commitment to a course of action.• Decision SPEED is important because: o Decisions translated into action are like pistons converting pressure into force that moves the organizational flywheel. o The faster you make decisions, the faster the flywheel moves. o Speed tends to win in the New Normal.• Decision QUALITY is important because globalization and teleconnectivity in increase the consequences of decisions. ©2012 Leland Russell | FastTime® Leadership Advisors 8
  9. 9. The Value of Decision-Making Quality and Pace Source "More, Better and Faster Decision Making: Techniques for Exploiting Valuable Time," Presented by Mike Mankins of Marakon Associates to the Association for Strategic Planning Northern California Chapter on 1/20/2005 ©2012 Leland Russell | FastTime® Leadership Advisors 9
  10. 10. FastTime® The Decision Cycle ™ Strategies, Plans and Actions are Decisions. • What assumptions do we make? • What objectives should we set? • What behaviors are needed to win? • What systems are we operating in? • What leverage points will we target? • How will we organize ourselves for success? • How will we orchestrate aligned actions? • How will we improve while we move? • How will we ensure winning transitions? ©2012 Leland Russell | FastTime® Leadership Advisors 10
  11. 11. FastTime® The OODA Loop OBSERVE Forty Second Boyd ORIENT ACT A great example of A dynamic decision the importance of process for a complexseeing decisions as and rapidly changing a continuous cycle environment DECIDE ©2012 Leland Russell | FastTime® Leadership Advisors 11
  12. 12. FastTime® The Decision Cycle ™ Stages Enablers Behaviors 3 DIMENSIONS ©2012 Leland Russell | FastTime® Leadership Advisors 12
  13. 13. FastTime® Decision Stages Stage 1 1. We try to identify Decision Points as far in advance as possible. 2. We begin our decision process by framing what we need to decide. 3. We define our objectives when we need to make a decision. ©2012 Leland Russell | FastTime® Leadership Advisors 13
  14. 14. FastTime® Decision Stages Stage 2 4. We generate alternative courses of action from which we will make our decisions. 5. We compare and contrast the alternative courses of action available to us. ©2012 Leland Russell | FastTime® Leadership Advisors 14
  15. 15. FastTime® Decision Stages Stage 3 6. After hearing and reflecting on conflicting opinions, we make unambiguous decisions. 7. We are highly effective in translating decisions into plans with concrete milestones. ©2012 Leland Russell | FastTime® Leadership Advisors 15
  16. 16. FastTime® Decision Stages Stage 4 8. We clarify and take action on the immediate next steps to achieve current milestones. 9. We operate transparently by keeping goals and results visible to everyone. 10. We continuously monitor how effective we are in implementing our key decisions. ©2012 Leland Russell | FastTime® Leadership Advisors 16
  17. 17. FastTime® Decision StagesBEST PRACTICE Stage 4 Rules of Engagement Focus Sharply on Next Steps – Clearly identify the immediate Next Steps required to achieve the current milestones and make these crystal clear to everyone involved. Operate Transparently – Keep everyone‟s goals and results visible to everyone else to increase alignment, promote cross- functional problem solving and create peer pressure to perform. ©2012 Leland Russell | FastTime® Leadership Advisors 17
  18. 18. FastTime® Decision Stages Stage 5 11. We pre-schedule implementation reviews for all key decisions to identify areas for improvement. 12. When we encounter obstacles that impede our progress, we adjust quickly. ©2012 Leland Russell | FastTime® Leadership Advisors 18
  19. 19. FastTime® Decision StagesBEST PRACTICE Stage 5 After Action Reviews Q#1: What did we Q#2: What SET OUT TO DO? ACTUALLY HAPPENED? Q#3: WHY Q#4: What did did it happen? we LEARN? ©2012 Leland Russell | FastTime® Leadership Advisors 19
  20. 20. FastTime® Decision Stages Generate Compare DecideReview Monitor Implement ©2012 Leland Russell | FastTime® Leadership Advisors 20
  21. 21. FastTime® The Decision Cycle ™ Stages Enablers Behaviors 3 DIMENSIONS ©2012 Leland Russell | FastTime® Leadership Advisors 21
  22. 22. FastTime® Decision Enablers ©2012 Leland Russell | FastTime® Leadership Advisors 22
  23. 23. FastTime® Decision Enablers Virtual Virtual Tools Processes ©2012 Leland Russell | FastTime® Leadership Advisors 23
  24. 24. FastTime® Decision Enablers 13. We leverage virtual tools and processes to increase the speed decision cycles. ©2012 Leland Russell | FastTime® Leadership Advisors 24
  25. 25. FastTime® FastTime® CollaborationBEST PRACTICE Seamless Integration Facilitation Virtual Virtual TOOLS DESIGN PROCESSES ©2012 Leland Russell | FastTime® Leadership Advisors 25
  26. 26. FastTime® Decision EnablersDIVERSITY of: CONTEXT of:Thinking Styles Safe EnvironmentLife Experiences Anonymous AnswersFunctional Expertise Fast-Cycle FeedbackInformation Sources Synthesis / Iterations ©2012 Leland Russell | FastTime® Leadership Advisors 26
  27. 27. FastTime® Decision Enablers 14. We tap the collective intelligence of large, diverse groups to improve the quality of decisions. ©2012 Leland Russell | FastTime® Leadership Advisors 27
  28. 28. FastTime® Decision EnablersBEST PRACTICE Face-to-Face CI Example Virtual CI Example Dialogue is deeper, faster during 25 teams --- 300 members total meeting from across levels and functions --- meeting weekly online • Issues are presented Each week a broad spectrum of • Participants respond real time via laptops views, opinions and ideas can be • Data, opinions, ideas quickly synthesized rapidly captured and synthesized. ©2012 Leland Russell | FastTime® Leadership Advisors 28
  29. 29. FastTime® Decision EnablersBEST PRACTICE “It was a cost-effective way to engage our stakeholders in an iterative dialogue.” “Our leaders made better decisions because they were getting unfiltered information.” “The meetings were fast, efficient and effective — 60 minutes online equaled 2-3 hours face-to-face.” “The mass of ideas captured was impressive — all elements that could influence our success.“ “We were able to align multiple geographically dispersed teams quickly and cost-effectively.” ©2012 Leland Russell | FastTime® Leadership Advisors 29
  30. 30. FastTime® Decision Enablers ©2012 Leland Russell | FastTime® Leadership Advisors 30
  31. 31. FastTime® Decision Enablers 15. We identify who is accountable for quality and speed during each stage of the cycle. 16. We designate one leader to be accountable for the overall decision cycle. ©2012 Leland Russell | FastTime® Leadership Advisors 31
  32. 32. FastTime® The Decision Cycle ™ Stages Enablers Behaviors 3 DIMENSIONS ©2012 Leland Russell | FastTime® Leadership Advisors 32
  33. 33. FastTime® Decision Behaviors ©2012 Leland Russell | FastTime® Leadership Advisors 33
  34. 34. FastTime® Decision Behaviors 17. We proactively manage the trust levels among our colleagues and stakeholders. ©2012 Leland Russell | FastTime® Leadership Advisors 34
  35. 35. FastTime® Decision BehaviorsHigh High Trust Level Decisions Faster, Smarter Competency Open Communication Collaboration TRUST Creativity Transparency Cautious Compliant Character Passive-Aggressive Conscious SabotageLow ©2012 Leland Russell | FastTime® Leadership Advisors 35
  36. 36. FastTime® Decision BehaviorsBEST PRACTICE Trust Audit Do people know what to expect from you? Do people believe that you will do what you say you will do? Do people believe that you pay attention to their interests? Do people believe that you are competent to perform your role? ©2012 Leland Russell | FastTime® Leadership Advisors 36
  37. 37. Aligning for Collective ActionCollective CollectiveIntelligence Responsibility ©2012 Leland Russell | FastTime® Leadership Advisors 37
  38. 38. FastTime® Decision Behaviors 18. Our people accept collective responsibility and proactively participate in the decision cycle. ©2012 Leland Russell | FastTime® Leadership Advisors 38
  39. 39. FastTime® Decision Behaviors 19. We make a conscious effort to understand and compensate for our cognitive biases. ©2012 Leland Russell | FastTime® Leadership Advisors 39
  40. 40. FastTime® Decision Behaviors I DRAWWe‟re not the rational thinkers Conclusionswe imagine. Our thoughtprocesses are often flawedby software defects between our ears. I ADDFor example, OVERCONFIDENCE. MeaningWhen professionals are asked torate themselves against peers,70% rate themselves in the I FOCUStop 10%. on aspects How I Create I OBSERVE Inference an Event my reality Leaps ©2012 Leland Russell | FastTime® Leadership Advisors 40
  41. 41. FastTime® Decision BehaviorsBEST PRACTICE WORKSHOP Software Defects Between Our Ears • Comfort Zone THINKING ERRORS “We are unaware of the • Overconfidence limits of our awareness.” • Wishful Thinking ─ David Eagleman, author of Incognito: • Cognitive Anchoring The Secret Lives of the Brain • Selective Perception • Information Distortion “What I believe is the „truth‟ • Group Conformity Instinct because it based on the „facts‟ • Repetition / Source Amnesia that should be obvious to others.” • Fundamental Attribution Error ©2012 Leland Russell | FastTime® Leadership Advisors 41
  42. 42. FastTime® The Decision Cycle ™ 20. We strive to continuously improve the quality and speed of our decision cycles. ©2012 Leland Russell | FastTime® Leadership Advisors 42
  43. 43. FastTime® The Decision Cycle ™ Level One Self-Assessment Rating Notes Low 1 2 3 4 5 High Stages DEFINEDIMENSION I 1. We try to identify decision points as far in advance as possible. ─────────────────── 1. _____ 2. We begin our decision process by framing what we need to decide. ───────────────── 2. _____ 3. We define our objectives when we need to make a decision. ───────────────────── 3. _____ GENERATE / COMPARE 4. We generate alternative courses of action from which we will make our decisions. ────────── 4. _____ 5.We compare and contrast the alternative courses of action available to us. ────────────── 5. _____ DECIDE / PLAN 6. After hearing and reflecting on conflicting opinions, we make unambiguous decisions. ──────── 6. _____ 7. We are highly effective in translating decisions into plans with concrete milestones. ───────── 7. _____ IMPLEMENT / MONITOR 8. We clarify and take action on the immediate next steps to achieve our milestones. ────────── 8. _____ 9. We operate transparently by keeping goals and results visible to everyone. ───────────── 9. _____ 10. We continuously monitor how effective we are in implementing our key decisions. ───────── 10. _____ REVIEW / ADJUST 11. We pre-schedule implementation reviews to identify areas for improvement. ─────────── 11. _____ 12. When we encounter obstacles that impede our progress, we adjust quickly. ──────────── 12. _____ Enablers VIRTUAL TOOLS / PROCESSESDIMENSION II 13. We leverage virtual tools and processes to increase the speed of decision cycles. ────────── 13. _____ 14. We tap the collective intelligence of large, diverse groups to improve the quality of decision cycles. ─ 14. _____ 15. We identify who is accountable for quality and speed during each stage of the decision cycle. ─── 15. _____ 16. We designate one leader to be accountable for the overall decision cycle. ───────────── 16. _____ BehaviorsDIMENSION III PARTICIPANT BEHAVIORS 17. We proactively manage the trust levels among our colleagues and stakeholders. ────────── 17. _____ 18. Our people accept collective responsibility and proactively participate in the decision cycle. ──── 18. _____ 19. We make a conscious effort to understand and compensate for our cognitive biases. ──────── 19. _____ 20. We strive to continuously improve the quality and speed of our decision cycles. ─────────── 20. _____ Total ©2012 Leland Russell | FastTime® Leadership Advisors 43
  44. 44. FastTime® The Decision Cycle ™ Applications Assessment Process FastTime® 5 eLearning FastTime® Decision Center• Process Briefing / eGuide • 5-Week Learning Cycle • eTools for the 5 Stages• Online Assessment / Report • Five 5-minute modules a week • User Guide / Boot Camp• Executive Briefing on Results • One 50-minute Teleforum a week • Turnkey Design and Support ©2012 Leland Russell | FastTime® Leadership Advisors 44

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