Decisions: Key to Your Destiny Between Stimulus and Response
Blog: Jim Sinur
In the today’s world of hyper speed and pressure, assisting decisions in the best way possible will determine success. Some of the decisions that organizations will have to make under pressure will be strategic in nature with significant consequences. Other decisions will be tactical and reactive, but better assistance for these kinds of decisions will play large over a period of time as they accumulate in effect. There are a number of assistance capabilities that will enable better decisions made in fast times. Organizations will have to get better at planing scenarios and recognizing the emerging stimuli that indicate the need to leverage inventoried responses.
Proactive or Reactive:
Until recently organizations made decisions by looking through their rear view mirror, but with improved analytic capabilities and big data this is not the way forward except for trending. Even with trending, it will be combined in real time with up to the nanosecond activity. With the speed increasing, organizations should identify those decisions that will be of significant impact and prepare for them ahead of time. Real savvy organizations have crucial scenarios practiced out with predetermined responses and stimulus predetermined. Some organizations even use simulation
Clarifying and Condensing Stimulus:
Stimulus can come from many directions all at once or over time. This puts an importance on gathering from a wide range of events and patterns. This implies that there is a strong integration capability that can gather from a wide range of sources (markets, systems, machines and people), Once gathered, they condensed and set aside for combination or comparison. First they should be compared to crucial stimulus for crucial scenarios, then they can be sorted for interest and notification.
Considering Proper Contexts for Action:
Automatic actions can be taken when they are directly linked to stimulus or decisions, however contexts need to be considered before action. In the case of dangerous automated responses, approval may have to occur to consider downstream impacts. In the case of responses to customers, history of interaction and tendencies would be a proper context. At a minimum, the response channel needs to be considered.
Controlling your destiny in pressured times will require additional resources and capabilities. As the cognitive inventory expands in the cloud for use, more decisions will get sophisticated assistance.