Common issues and challenges
Decision makers require knowledge, which they do not themselves possess, to support the selection of complex choices. They may consult one or more technical and commercial experts to help guide those choices, which they hope are based on expertise derived from a broad college of opinion. Various organisations process opinion through validation experts who apply their own cognitive biases or embed dogma forced on them by the process itself. As a consequence, valuable time and information are lost by over engineering uncertainty. So...
- How do your decision makers systematically draw on corporate knowledge to enhance the quality of company-shaping business decisions?
- When did you last use your own organisation's global knowledge to rank your portfolio whilst retaining local focus?
- How can you capture knowledge in your organisation for value creation in an era of increasing staff turnover?
- What are you doing to access the knowledge lying dormant in your organisation?