Posts Tagged ‘decision due diligence’
About D3D | | March 16th, 2009
What are the decisions keeping your people awake at night?
The root causes of this anxiety is usually the lack of appropriate information. Unfortunately, no one ever seems to have all the information they need when it comes time to decide.
The irony is that your own tools, processes and behaviors may be limiting the information flow you need to make better decisions.
Decision 3D provides a proprietary process, called Decision Due Diligence, that will improve the information flow in your organization. Decision Due Diligence addresses both the mechanics (tools and processes) and the behaviors that affect information flow.
Our logic is simple:
- Better decisions lead to better results.
- Improving your information flow will lead to better decisions.
- Decision 3D can improve your information flow.
Check out the resources on this site and contact us to discuss your specific situation. We provide a range of services that can meet your budget requirements.
Mission
To improve decision making with better information flow.
Premise
Effective decisions are the product of having:
- the best possible information
- at the optimal decision point
- at the right time.
Approach
Decision 3D aligns the use of information tools with organizational behavior to improve information flow.
Process
Decision 3D provides an environmental assessment, builds a custom collaboration environment, engages stakeholders, and facilitates an internal design team to deliver a solution that will optimize your information flow.
Tags: decision due diligence, decision making
Tech | | March 03rd, 2009
I had an interesting exchange today on Twitter with Valdis Krebs, an acclaimed expert in the field of Social Network Analysis (SNA). I have known about SNA for a while but have never studied it in depth. As I am developing the product offering for Decision 3D, I am coming to the conclusion that SNA will inevitably need to be part of that offering, but I still don’t think that SNA is the core of Decision Due Diligence.
In my mind Decision Due Diligence has more of a personal feel than you get from an overall network analysis. The process specifically accounts for the emotions and behaviors of the players, or nodes in SNA jargon, along with the actual mechanics involved in passing information between nodes. So the importance of links, from a Decision Due Diligence perspective, is to a large degree self-contained. On the other hand the importance of links in SNA is a function of where the link exists with respect to other links.
Upon reflection, I think the two approaches are perfectly complementary. If you can understand the dynamics of a specific link as well as how that link fits into the larger system, you have a powerful tool for understanding information flow within an organization.
As I was working on this post, the term Social Connection Analysis (SCA) jumped into my head, and I think that is the right label for the concept I am addressing above, and the thing I was trying to address with @valdiskrebs in the twitter exchange you see to the right. Where the core of SNA is understanding the aggregate of all the connections in a network, the core of SCA is understanding the specifics of any one connection within the network.
Tags: decision due diligence, sca, SNA, social connection analysis, social network analysis, Valdis Krebs
About D3D | | February 24th, 2009
Decision Due Diligence is the core process of Decision 3D. I have described it at a high level on this website and in my Slideshare presentation. In this post I want to begin a deeper dive into what it looks like in practice. This post will be an overview of the process and subsequent posts will provide more detail of the separate process phases.
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Objective
The purpose of Decision Due Diligence is to allow an organization to gain a better understanding of the factors that are inhibiting information flow and to develop steps to minimize those factors. The hope is that with freer information flow within an organization, decision makers will be more effective at gathering the information they need and therefore be able to make better decisions.
What It Is
Decision Due Diligence (DDD) is not a platform for performance or some kind of general tool that everyone benchmarks against. It is a focused point solution. You use DDD to address a specific operating problem, at a specific point in time, looking for specific, quantifiable improvements in your operations. Once the process is complete, you hope to have three persistent outcomes.
- Improved results
- A new understanding, by participants in the process, of how information flow can be optimized, hopefully leading to fewer information flow restrictions in the future
- The ability to repeat the process elsewhere in the organization to address other operating problems
How It Works
Decision Due Diligence is a multi-stage process. The stages are:
- Assessment
- Analysis
- Model Development
- Idealized Design
- Planning
- Implementation
Assessment
- define the problem,
- identify desired outcomes,
- create initial list of stakeholders
Stakeholders in this case means any entity that influences or is influenced by the decisions core to the situation.
Analysis
- gather stakeholder input about connections
- extend stakeholder list as necessary
- compile stakeholder input about connections
- assign initial values to connections, “Priority”, “Alignment”, “Synchronization”
Connections are the links or relationships between any given pair of stakeholders.
Model Development
- create collaborative workspace showing aggregated Analysis
- invite commentary and feedback from stakeholders regarding aggregated Analysis
- identify key connections (between stakeholders)
Idealized Design
- organize focal event, preferably live, face-to-face and facilitated
- design ideal scenario
- compare to analysis/model results
- identify pragmatic steps to get from “here to there”
- form implementation team
Planning
- convene implementation team
- establish governance, including stakeholder access and feedback to proceedings
- develop project plan for implementation
- define success metrics
Implementation
- implement plan
- monitor and report metrics
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OK there it is. Maybe a bit wonkish, but I want to have this all spelled out so it can be referenced as necessary. I will be adding posts shortly, providing more detail about how each of the six phases will look in practice.
Tags: decision due diligence
Value | | February 19th, 2009
I see this question come up a lot, and everyone comments that it is a hard question to answer. Of course it is hard to answer, because the question is pointless. To try and define the universal value of a tool makes no sense. A tool only has value when it is used in solving a specific problem. The problem statement must precede any consideration of tool use. And then the tool is only a component of the total solution. Would you ask, “What is the value of a hammer to the construction industry?”
Here is the post that prompted my reaction.
The right approach is to first determine the problem you are trying to solve. The implied problem in the post above is how do you capture, codify and get value from unstructured customer insight. Yes, understanding and engaging with social media will likely be part of the solution, but there are other significant questions to be answered as well.
- Who are the customers you want to listen to?
- How are you currently listening to them?
- How do you currently deal with customer insight?
- Who controls and has access to the existing structured data?
- etc.
I hope that people will stop looking at social media as some sort of silver bullet and start looking at objectives and the core problems that need to be overcome.
Tags: decision due diligence, REWIRE
About D3D | | February 05th, 2009
For the most part I spent all of 2008 declaring myself to be an “Enterprise 2.0 consultant”. I learned that unless you are a member of the Enterprise 2.0 echo chamber, I spend a lot of time explaining what that means. I also began to feel that the title strongly implied a technology orientation. The bottom line is that labeling my self as Enterprise 2.0 was not helping me get very many clients. My choice in forming Decision3D was to move away from the label as a pitch for want I do. As a result you will notice that words like “wiki”, “blog”, and “Social Media” are not particularly evident. I want people to look at those things as just another potential tool that may help them address their business issues.
That said, there is definitely some good stuff under the E2.0 banner. I ran across this presentation by Ross Dawson today and like a lot of the core content.
Combining this framework with Decision Due Diligence could have some real benefit.
Tags: About, decision due diligence, Ross Dawson, Social Technology Tools