Making decisions in a complex enterprise is rarely easy. The perfect decision is usually elusive and often nonexistent. Executives I talk to often rely on a combination of intuition and experience and hope for the best.
But most say that what they really want is for decision making to be more precise and deterministic.So what really happens when making a decision?
A common approach begins with those championing a solution reducing the scope of analysis and eliminating variables to simplify the decision. Those concerned about the bigger picture do the opposite, exploring every what-if scenario. Those forces drive the internal debate and frequently lengthen it. In the end, a decision must be made. As leaders, we do the best we can with what we have, and we decide.
