For Marketing and sales directors
Executive decisions: how to test a choice before making it
Executive decisions are the choices that move a company's resources and people, and they are almost always made with incomplete information. Their quality depends on method: written alternative scenarios, pros and cons weighed on the indicators, bias (the distortions of judgement) recognised in advance and a plan that carries the choice through to execution.
The next step: 1-to-1 Advisory & Decision Coaching
The topic map
What to read, and why
Why do leaders stall when the decision matters most?
- Breaking the Stalemate: How Leaders Can Overcome AI Decision Paralysis
Three strategies to turn uncertainty about AI into a decision the leadership team can act on.
How do you train the judgement of those who decide?
- Unlocking Business Innovation: How a Trip to Paris Revealed Timeless Principles
A trip to Paris and its metro show how a company born before the digital age decides to innovate starting from customer needs.
Who answers for a decision made together with a machine?
- Artificial Intelligence vs Human Ignorance: The Denied Loan that Sparked a Conversation on Responsibility
A denied loan opens the question of responsibility: where technology decides and where a person must step in.
An interview
The innovation budget: an interview with Paolo Cavezzali
Enrico interviews Paolo Cavezzali, an expert in management control, on how to build a budget that funds digital innovation: the executive decision seen by those who keep its accounts. The interview is in Italian.
The next step
Readers who got this far know the traps of a decision taken in a hurry. 1-to-1 Advisory & Decision Coaching works on the decisions you have on the table: it structures them into scenarios, weighs pros and cons on the indicators of your area and tests them in a protected setting before you share them with the team.
Frequently asked questions
Why does an experienced manager repeat the same decision errors?
Because experience reinforces the mental shortcuts that worked in the past: confirmation bias, anchoring (the excess weight of the first information received), recency (the excess weight of the latest). A decision method makes them visible before they weigh on the result.
How do you test a decision before announcing it?
You write the alternative scenarios, weigh pros and cons on the indicators of the business unit (the area of business with its own profit and loss account) and simulate each one with those who will carry it out. The decision that reaches the team already has its execution plan.