TARGIT CEO, @MortonSandlykke has a very topical post today, ‘Turning Emotion-based Decisions into Fact-based Decisions’.
Morton’s basic premise is that while information availability might have been a bottleneck for better decision-making in the past, that is not the case today.
Today the human is the bottleneck in the decision-making process.
We have been programmed to act on our own biases – built over time through our experiences and our learning paradigms; and colored by our own contexts, cultures and objectives. So, now when we are at the other end of the spectrum – drowning in information – our instincts kick in and we resort to ‘gut-reaction’ decision-making.
Business Intelligence is worth nothing if you don’t change your behavior……..Instead of letting the computer drown you in data, trust it to lead you to a conclusion.
Most of us recognize this truism and may truly believe that we are, in fact, making data-based (or, evidence-based) decisions. This is true in some cases at an individual level but extremely rare at an organizational level. Organizations are still largely structured for gut-based ‘leadership’ and ‘executive’ decisions. There is very little scope for learning from patterns in the data or for running experiments to choose the best strategy.
Q: Why can’t organizations step up to fact-based decision-making?
A: Because they cannot describe the organizational decision-making process.
While most organizations have systematically described their processes, structures and data-stores, the decision making is still in the managers’ heads. Good managers make good decisions and if there are no managers, decisions don’t get made. This is a serious handicap in being scalable and being consistent in business.
For Man to truly trust the Machine the decision-making responsibilities between the two have to be explicitly described first and judiciously partitioned next.