Project History

• Company “B” was leading in its market segment, but late in bringing next-generation products and services to market.
  
  
• The company had brilliant scientists, engineers, and marketing experts that could solve the most difficult problems, but it took very long for management to make up its mind what direction to pursue.
  
  
• The objective of the project was to improve decision-making processes and beat the competition to market
  
  

Case Example: Organizational IQ Profile Company B

Sample Results: At Best-Practice Companies, Feature Priorities are Decided by Product Management...

... in a Matter of Days not Months

With Inefficient Decision-Making Processes, Management Had Little Time for Productive Work

Decisive Actions were Taken to Improve the Decision Architecture

• Open communication of deficits in management processes and the impact on the competitiveness of Company B



• Introduction of new Decision Architecture (see below)



• Streamlining of decision-making processes in line with new Decision Architecture (see example below)



• Reduction in number of internal meetings and new discipline in meeting management



• Workshops to introduce the new processes



• Alignment of goals, performance review criteria, and incentives with new Decision Architecture

Project Recommendations for New Decision Making Architecture in Product Generation Were Implemented

New Decision-Making Structure

		Provides vision, values, and norms Develops strategy and long-term objectives Determines business-wide processes Decides on new business investment Supports Sales at critical accounts Manages key partnerships on a strategic level Engages in coaching and people-development
		Decides on roadmap for product and services Manages checkpoints Manages external partnerships on an operational level
		Decides on trade-offs between customer requests, schedule, quality, and resource allocations on a day-to-day basis
		Make decisions in their field of expertise

Within 18 Months, Financial Results Clearly Showed the Impact of the Changes

Project Results

• Time to Market was reduced by 35%
  
  
• Gross margins grew to over 60%
  
  
• Global market share increased by 5 percentage points
  
  
• In addition: Successful expansion into a new, fast-growing market segment

return to Process Excellence

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