When properly defined and adopted, decision-making frameworks ensure everyone knows exactly what their role is in the decision-making process.ĭefined processes for making decisions as a team ensure the questions about roles and responsibilities are addressed during the process definition phase and the kick-off of any particular project. They help teams reach consensus faster by removing potential points of friction related to ambiguity around ownership. Scalable decision-making frameworks help teams maintain momentum. With so much riding on the choices companies make and so many individuals tasked with making those decisions, a predefined method for reaching consensus can greatly improve an organization’s efficiency and interpersonal dynamics while also ensuring the ideal outcome. “Its assets, capabilities, and structure are useless unless executives and managers throughout the organization make the essential decisions and get those decisions right more often than not.” “Ultimately, a company’s value is no more (and no less) than the sum of the decisions it makes and executes,” explain Michael Mankins and Paul Rogers of Bain & Company. The benefits of a defined, scalable, decision-making process If used effectively, this can help ensure decisions are made as quickly as possible without cutting corners or missing the input of stakeholders. Given that a product manager has more to do than simply facilitate deliberations and prod people toward an outcome, many organizations turn to scalable decision-making frameworks.
And product management-as the hub where many parts of the company intersect-makes many big decisions. But when your organization has to scale decision-making, the formula is far more complicated and the process can take much longer.īut, organizations must make decisions all the time. When a lone individual is responsible for making a decision, they may stall, worrying about the consequences of making the wrong decision. Nothing slows down progress like indecision.
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