START WITH THE DECISION
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Before the plan moves, bring us the decision beneath it.
Before the plan moves, bring us the decision beneath it.
A request may arrive as a deck, campaign, market plan or recommendation.
But the first question is not what should be produced.
It is:
What must the organisation decide before people begin building the answer?
What must the organisation decide before people begin building the answer?
A confidential Decision Diagnostic helps clarify:
the decision that must be made;
the game the decision belongs to;
the commitment at risk;
the consequence of being wrong;
and whether DSN’s Game-First Decision Architecture is the right route.
30 minutes. Confidential. Focused.
30 minutes. Confidential. Focused.
WHEN DSN IS MOST USEFUL
Bring the decision while there is still room to change it.
Bring the decision while there is still room to change it.
DSN is most useful when:
The decision carries a meaningful consequence;
The organisation has not yet made an irreversible commitment;
More than one explanation of the situation is plausible;
Evidence exists, but leaders disagree about what it means;
Execution teams are being asked to solve an unclear problem;
An important leadership choice is being hidden inside a brief;
Leaders are prepared to accept an Advance, Investigate, Transform or Stop direction; and
The accountable decision owner can participate.
The earlier the decision arrives, the more room there is to sharpen what matters.
The earlier the decision arrives, the more room there is to sharpen what matters.
WHEN DSN MAY DECLINE
A diagnosis cannot be useful when only one answer is allowed.
A diagnosis cannot be useful when only one answer is allowed.
INDEPENDENCE REQUIRES THE FREEDOM TO DISAGREE
DSN may decline when:
The organisation wants validation for a decision already made;
The request is only for execution, production or implementation;
No accountable decision owner will participate;
Important evidence is being withheld, manipulated or concealed;
A favourable recommendation is required as a condition of appointment;
The decision falls outside DSN’s competence;
The work would create an unmanaged conflict of interest; or
The engagement would compromise DSN’s independence.
Our role is not to make every proposed move appear correct.
Our role is to determine what the evidence allows the organisation to do next.
A diagnosis that is not allowed to disagree is only decoration.
A diagnosis that is not allowed to disagree is only decoration.
BRING THE DECISION EARLY
The most useful time to question the game is before everyone becomes responsible for defending it.
The most useful time to question the game is before everyone becomes responsible for defending it.
Before the brief becomes a plan.
Before the plan becomes a budget.
Before the budget becomes a commitment that is difficult to undo.
Bring us:
the decision;
the deadline;
the commitment at risk;
the evidence already available; and
the consequence of being wrong.
For partnerships, enterprise Decision Credit wallets or enquiries, use the same form and select the route that best fits your request.
One form. The right route. A clearer place to begin.
One form. The right route. A clearer place to begin.
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