More speed in digitization: Quick and correct decisions!

For entrepreneurs, digitalization is really only about two questions: How does this affect me specifically? And: How quickly can I implement this? Especially in the implementation phase, many companies lack speed, and that is extremely dangerous. Those who enter the market early can set standards, gain customers, and make revenue. Those who arrive late often only get the leftovers. So: Speed is crucial! If you take a closer look, you will see that many obstacles are related to decision-making. Because even before you implement something, you need to know what you want to do. In what form, for which customers, with what resources, at what price. Creating something new involves a long series of (hopefully correct) decisions. Therefore, here are some tips on how to make decisions faster and better.

Who decides?

Who ultimately makes the decision, an individual or a group? Often it is not clear who is allowed to make the decision in the end. This leads to lengthy discussions without reaching a conclusion. It is best to designate a person who can, must, and is authorized to make binding decisions. They can consult with whoever they need for input. Those who want to be involved in the matter must approach the decision-maker. And then: Clarity – and thus speed. If it should be a group making the decision, clarify beforehand how the decision will be made. Does it need to be unanimous, or is a two-thirds, absolute, or relative majority sufficient? Decisions can be made even faster using consent. It is considered agreed upon unless someone explicitly and with reasoning is against it.

What needs to be decided?

Be specific. Decide, for example, not on the digital transformation of accounting, but on the implementation of the new accounting software X. This way, everyone can relate to it because it affects their work. This shifts the focus from abstract digitalization to a change in the daily work of colleagues, making decisions tangible.

Why is the decision being made?

This is often forgotten. But why are you facing this decision now? Does it need to be made, can it be made now? What happens if you don't decide? A typical objection: Daily operations are more important than digitalization. Of course, it generates revenue. But if you leave digitalization to your competition, there won't be any daily operations left soon.

Where is the decision made?

Who will have to implement the decision later – and who will be held accountable for the results? For operational matters, it is sensible to delegate decision-making authority as "low" as possible, to where the problem occurs and where most information is available. The hierarchy slows things down too much. "Push authority down to information."

Courage to decide!

Often, we don't have enough information to evaluate all options, to predict all consequences. We are overwhelmed by the variety of possibilities, like in a supermarket with 50 types of jam. Some people then get stuck in analysis paralysis – they do nothing until they have seen another analysis and refined it further. They analyze in detail but still can't get started. In the end, you need the courage to face uncertainty. To make decisions to the best of your knowledge and conscience. And with the awareness that we learn along the way and can change our minds. Make decisions quickly and remain open afterwards – this is how you finally give your digital transformation the necessary speed.