Over the last several decades, the field of Decision Analysis has evolved from a focus on specific decisions to achieving Organizational Decision Quality (ODQ)—the culture, governance models, processes, and competencies that enable an organization to consistently achieve high-quality decisions.

An organization that has achieved ODQ exhibits these attributes:

Making high-quality decisions is second nature.

  • Decisions are framed appropriately.
  • Decisions are made with clear “line of sight” to value.

The organization understands its decision roles and has the requisite skills.

  • Involves the right people in the right way.
  • Makes sure their skills align with the job.

Decision processes are used routinely.

  • Appropriately addresses each decision situation with the right balance of content, analytic rigor, and facilitation.
  • Focuses on reaching a quality decision in an efficient, timely manner.

The organization is aligned around Decision Quality (DQ).

  • Employs a common language for talking about and understanding DQ—including clarity of value and value metrics.
  • Shares—and acts upon—an enterprise-wide desire for DQ.

Learning is ongoing.

  • Continuously learns and improves DQ.

The Path to ODQ

Every group’s journey to ODQ is unique in its pace and design. That said, organizations tend to progress along a similar path as they evolve toward full and sustained integration of ODQ:

1: Project DQ Periodic application of DQ to specific opportunities and decision problems.
2: Islands of ODQ Regular application of DQ for key decision makers in specific departments and business units.
3. Full ODQ The full decision making community understands and uses DQ and has adopted the language and culture of DQ in collaborative value creation.
4. Sustained Enterprise ODQ DQ is in the organization’s DNA. Having reached this stage, the organization will sustain its commitment to DQ even through changes in leadership.