Just as we need different tools for different jobs, we need to be able to make both gut decisions and decisions based on facts/data. The Digital Decision process we use with our clients, developed by Robert Fritz, is such a tool. In part, it helps us tune up our gut decision, and expose the factors influencing us. It is rapid – minutes vs. months, based on the best data that we have at the moment we are making the decision, and it lets us share the rationale for the decision with others.
One of our clients used Digital Decision-making to evaluate expansion of a current product line versus changing to a different product line
- Profitability of the current product;
- If the new product line supported the overall goals of the business;
- The capacity of the business to manage the product; and
- The effect on the people.
The owners of the business explored how they were thinking about their ‘gut’ decision, and found that the product they had favored at first glance would undermine overall growth if pursued.
Compared to many decision-making processes, which require reams of information and bog down into weighing of pros and cons, the Digital Decision process is compact and efficient. It allows for separation of the decision from the moment of action, and helps you to target missing information that you actually need to make the right choice. You can teach others to make decisions in the same way. And, Digital Decisions are captured on paper in a form that allows revisiting or explaining the decision in the future.
Decisions developed with the Digital Decision process are rapid, thoughtful and sound, and a worthwhile addition to any executive’s toolkit.
