High-quality decision-making and strong performance go hand-in-hand. Still, in many companies even clear, well-framed decisions can be thwarted by uncertainty and a lack of clarity as to who is responsible.
It assigns ownership of five key roles in any decision. Clearly defining these roles helps teams in an organisation to be better able to quickly and effectively make the right choices. However, it does require practice and discipline.
Get Toolshero updates on new methods, models and theories! Join us. What do you think? Do you recognize the practical explanation or do you have more suggestions? What are your success factors for a good decision making process? How to cite this article: Mulder, P. Your rating is more than welcome or share this article via Social media! Average rating 3. Vote count: 6. No votes so far! Be the first to rate this post.
Almost none of the descriptions of the five elements are correct, in short:. Recommend — Only one person can make a recommendation. Agree — This role is rarely used.
The Agree should agree to the recommendation. If the Decider role accepts a recommendation with a disagreement, the Decider is explicitly taking accountability for negative consequences of going forward. Perform — this is correct in the article Input — This role is not responsible for communicating the decision to the organization — people providing input are providing information to the recommend role.
Decide — Only one decision maker. There must be a single point of accountability for the decision. Dear mr. Pederson, Thank you for your comment. There are multiple interpretations for applying this model. Your additional information is more than welcome. However, we do not edit our posted articles. Kind regards, Vincent. Hi Ann, thank you for your comment. You can use it in practice and we are developing a template for using this method.
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Strategic Communications. A major US media company needed to reform its decision rights process to support its transformation to a digital-first business model. The organization demonstrated early traction with digital products but faced several problems completing the transformation of its business model—including challenges related to advertising and profitability, friction between departments accustomed to operating in silos, and slow execution.
These issues left employees frustrated with the difficulties of getting things done. In keeping with OVIS principles, the organization limited ownership of these decisions to a single individual or body, while allocating veto power to just a few people.
By effectively delegating decision rights, the company eliminated the tendency to escalate decisions to numerous executives. This, in turn, enabled the organization to fully execute its digital transformation. While too many reorganizations fail to achieve their desired results , OVIS played a key role in ensuring that this digital transformation was a resounding success.
The organization accelerated its decision-making speeds and clarified cross-functional processes, while improving its ability to establish and track goals and metrics and adjust reporting lines.
Find out more about how OVIS can help media companies execute successful digital transformations. Organizations can use OVIS effectively alongside established role and accountability frameworks such as RACI Responsible, Accountable, Consulted, Informed , which assigns responsibility for certain tasks within a process. OVIS, on the other hand, focuses on specific crucial decisions and is more targeted to the areas where organizations often see bottlenecks.
OVIS also works seamlessly with other important organizational tools including role charters, within which decision rights deserve equal weight alongside other key elements such as accountabilities, leadership behaviors, and success parameters.
Specifically, role charters should include a decision rights component and specify which decisions a person in a given role owns, influences, supports, and vetoes. Establishing clear decision rights can bring tangible and immediate benefits to any organization by driving improved efficiency and greater progress toward strategic objectives. When paired with other tools such as role charters, OVIS can facilitate clear and sustainable improvements for organizational performance.
However, whether employing the OVIS framework as part of a broad transformation, complemented by other tools, or targeting it to a specific organizational pain point, having transparent ownership of specific decisions will enable faster decision making, reduce time wasted in meetings, and support accountability and growth of employees. You may also be interested in:.
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