powering up business success · 2017. 9. 1. · joining the dots: decision making for a new era...
TRANSCRIPT
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POWERING UP BUSINESS SUCCESS TONY MANWARING EXECUTIVE VP EXTERNAL AFFIARS, CIMA
Businesses operate in an increasingly volatile, uncertain, complex and ambiguous world.
Quality decision making to manage risks and seize opportunities has never been more important or more difficult.
NEW OPERATING ENVIRONMENT
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This is a new report based on a survey commissioned by CIMA and the AICPA of 300 C-level executives at large organisations from 16 countries around the world.
JOINING THE DOTS: DECISION MAKING FOR A NEW ERA
Overcome bureaucracy and
achieve agile decision making.
Build greater levels of trust and improve collaboration.
Take a long-term view and define
the right metrics.
Turn huge volumes of data
into strategic insight.
Build the decision-making skills of senior
leaders.
Our key findings demonstrate many organisations are struggling to:
ABOUT THE RESEARCH: HEADLINE FINDINGS
DECISION MAKING Joining the Dots
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Overcome bureaucracy and
achieve agile decision making.
Build greater levels of trust and improve collaboration.
Take a long-term view and define
the right metrics.
Turn huge volumes of data
into strategic insight.
Build the decision-making skills of senior
leaders.
Our key findings demonstrate many organisations are struggling to:
ABOUT THE RESEARCH: HEADLINE FINDINGS
DECISION MAKING Joining the Dots
72% have had at least one strategic initiative
fail in the last three years because of
delays in their decision-making
process.
72%
Overcome bureaucracy and
achieve agile decision making.
Build greater levels of trust and improve collaboration.
Take a long-term view and define
the right metrics.
Turn huge volumes of data
into strategic insight.
Build the decision-making skills of senior
leaders.
Our key findings demonstrate many organisations are struggling to:
ABOUT THE RESEARCH: HEADLINE FINDINGS
DECISION MAKING Joining the Dots
65% admit there is moderate or significant
room for improving trust between leaders
and employees.
65%
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Overcome bureaucracy and
achieve agile decision making.
Build greater levels of trust and improve collaboration.
Take a long-term view and define
the right metrics.
Turn huge volumes of data
into strategic insight.
Build the decision-making skills of senior
leaders.
Our key findings demonstrate many organisations are struggling to:
ABOUT THE RESEARCH: HEADLINE FINDINGS
DECISION MAKING Joining the Dots
61% were unable to express confidence that
their bonus structures are helping them strike the right balance in short, medium and long-term
value generation.
61%
Overcome bureaucracy and
achieve agile decision making.
Build greater levels of trust and improve collaboration.
Take a long-term view and define
the right metrics.
Turn huge volumes of data
into strategic insight.
Build the decision-making skills of senior
leaders.
Our key findings demonstrate many organisations are struggling to:
ABOUT THE RESEARCH: HEADLINE FINDINGS
DECISION MAKING Joining the Dots
80% admit using flawed information to
make a strategic decision at least once in the last three years.
80%
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Overcome bureaucracy and
achieve agile decision making.
Build greater levels of trust and improve collaboration.
Take a long-term view and define
the right metrics.
Turn huge volumes of data
into strategic insight.
Build the decision-making skills of senior
leaders.
Our key findings demonstrate many organisations are struggling to:
ABOUT THE RESEARCH: HEADLINE FINDINGS
DECISION MAKING Joining the Dots
Only 28% of leaders said they were highly effective at learning
from outcomes.
28%
The rise of the integrated thinkers
INTEGRATED THINKING IS THE FUTURE
Leading organisations are managing to make the right decisionsand achieve great outcomes. We call them...
‘INTEGRATED THINKERS’
Better atworking through
bureaucracy
Better atbuilding trust and
collaboration
Better at integrating information
Better at leveragingbig data
Better at being open to challenge
Even in times of disruption and uncertainty, Integrated Thinkers:
®:
Integrated Thinkers vs Total Survey Sample
Perform consistently better than
industry peers
See one or fewer failed initiatives
from slow decision making
Are highly effective at executing decisions
66%45%
59%
31%
71%
59%
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Integrated thinkers enjoy a decision-making advantage
65% 45%
35%
45%
Decisions arehighly effective
Total sample Integrated Thinkers
71%59%
One or fewerfailures because
of delays
55%46%
One or fewer cases of flawed
information
Business performance is consistently above industry
peers
Thank you