The reason I ask is that the vast difference between various companies’ approaches to operational decision management is a constant surprise to us. For some, the management process is a well-oiled machine: not only are all key decisions automated (this represents the bare minimum in this contest!), but so too is the continued measurement of their effectiveness and alignment with (ever changing) business strategies. Decisions are separate from code, tangible to the business, explicit, agile, measured and optimized.

For other companies decision management is a morass of emails, spreadsheets, confusion brought about by lack of visibility and missed opportunities. For many, despite the acknowledged importance of these decisions, their processes are mired in chaos. “We’re not mature enough for that,” or “There is no need to be so highfalutin,”  some IT managers claim – it seems to us that, when you examine how well the two corporate styles compare in their effectiveness, this denial is just not credible.