Join Mike Figliuolo for an in-depth discussion in this video System implementation, part of Executive Decision Making.
- Another example of an executive decision relates to a major technology implementation. A service company was going through a major tech installation. They were going to rip out their legacy systems, and put in an entirely new platform. This was tens of millions of dollars that they were going to invest over a one and a half to two-year period. It was going to involve many members of the organization being part of that implementation team.
Some of the principles of Executive Decision-Making that were violated were, first, short-term milestones weren't clear, and people weren't held accountable for hitting them. All they knew was, they were starting the project, and they had a "go-live" date eighteen months from then. In-between, it was fluid, and it wasn't clear who was accountable for each of the steps. The second principle that was violated was decisions were made in isolation, and several experts were left out of the process when they could've easily been included.
Key stakeholders from other business units, as well as the technology group, were left out during key junctures in the process. Third, leaders of the process had the wrong incentives. They were only tied to the implementation of the program, versus making the right call for the business. So, the leaders would get a bonus is the platform got turned on, even if putting the platform in was the wrong decision for the organization.
The result of this poor Executive Decision-Making process was first tens of millions of dollars were written off when the project was shut down. Implementation was abandoned, and they went back to their old legacy system. Another error was, leaders were left in place, after this bad decision was made. Everybody in the organization knew it was a bad call, and that eroded trust in future decisions being correct. People also had a fear of speaking out about problem on projects, and future issues occurred, because they knew nothing would be done about those issues, as projects were rolled out.
So, many principles of Executive Decision-Making were violated in this case, and the results were disastrous.
Mike helps you find the data and tools to support your decision, make the call, communicate decisions effectively, and lead your organization through the change. He'll also address common problems that arise from these high-profile decisions: cultural differences, quality of information, trust, and accountability, to name a few.
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- Assessing risks
- Making hard choices
- Getting the right data
- Communicating effectively
- Making the call
- Declaring success
- Dealing with problems