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Working Smarter: Leveraging Information for Group Decision Making

Title Author(s) Type Topic(s) Comments Date
Working Smarter: Leveraging Information for Group Decision MakingQuaadgras, Anne
Edwards, Tony
Research BriefingData Management, Analytics, and Use
IT-based Business Transformation
Abstract: In this briefing, we show how groups of professionals work smarter by making better decisions in near-real time, nonroutine, high-risk situations. In this study of six oil companies, we find that implementing effective group operational decision making across a global firm requires active involvement of local groups as well as global support, in the form of specific global organizational units that sustain and scale new ways of working. These global units are not implementing change top-down; rather they are working center-out. They coordinate efforts around continuous improvement and integration of effective practices, adoption through business pull, global governance by top operational leaders, and multiple forms of ongoing coaching. This briefing is the fourth in our working smarter research.

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April 19, 2012


April 20, 2012

Interesting work. Thinking about the continuum of management requirements and governance ranging between normal operations to disaster and on to disaster response and recovery (easy to envision with energy production). How does a group operate and instrument effectively across these boundaries between normal and abnormal operations/conditions. I see the the abnormal conditions are alluded to in the paper. What happens to the command and control structure/governance as different thresholds are crossed and how are these transitions managed? I’m also thinking about the application of this work to disaster management on large scales, i.e. Japanese Tsunami, Katrina, etc.

Anne Quaadgras
April 20, 2012

Hi cmauk, great point! The collaborative environments, processes and governance were developed with ‘abnormal conditions’ in mind: for example, experts and higher level decision makers can be reached in real time, and they can see the same information as the operations groups do. Also, a key part of the continuous improvement process is to take the time to analyze and incorporate learnings from responses to such ‘new’ situations.

April 20, 2012

Great article.

Were you able to observe the increase in business performance relative to the business’ scorecard?

Anne Quaadgras
April 20, 2012

Hi gabriel,
Yes we did see increases, but we do not have permission to publish the details.

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