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- Bain Brief
- February 13, 2013
By Paul Rogers, Robert Carse and Todd Senturia
Here are four biases that can hobble even the most thoughtful decision makers.
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- Bain Brief
- December 05, 2012
By Paul Rogers, Marcia W. Blenko and Jenny Davis-Peccoud
Bad decisions are like Trojan horses—you may not recognize the danger at first, but if you know your history, you’ll learn to keep them outside your walls.
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- Bain Brief
- October 09, 2012
By Chris Brahm and Eric Garton
The connected enterprise presents huge opportunities. If you focus on decisions first and connectivity second, you will be well positioned to capitalize on them.
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- Bain Brief
- August 08, 2012
By James Hadley and Jenny Davis-Peccoud
Committees can be time sinks and morale killers, but they don’t have to be. With facts in hand, you can tackle the tyranny of bad committees.
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By Marcia W. Blenko and Michael C. Mankins
Good, fast decision making and execution produce good financial results.
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- Bain Brief
- March 23, 2012
By Paul Rogers and Jenny Davis-Peccoud
Meetings. No company can live without them, but it sure is hard to live with them.
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- Bain Brief
- February 08, 2012
By Paul Rogers and Jenny Davis-Peccoud
Why can’t we ever make a simple decision without screwing it up?
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- Bain Brief
- December 07, 2011
By Paul Rogers and Jenny Davis-Peccoud
Ten lessons to make the matrix work in today’s networked organizations.
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- Bain Brief
- September 27, 2011
By Michael Mankins and Jenny Davis-Peccoud
Companies that are most effective at decisions follow a carefully structured approach.
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- Bain Brief
- August 01, 2011
By Marcia Blenko and Jenny Davis-Peccoud
Many companies overlook the roles that support good decision-making.
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By Michael Mankins and Jenny Davis-Peccoud
Most senior leaders and middle managers spend at least 50 percent of their time in meetings—and they aren't too happy about it. Some simple steps can get meetings back under control and turn them into the powerful performance driver that they ought to be.
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By Marcia W. Blenko, Paul Rogers and Patrick Litre
People find it hard to learn new decision styles. But companies sometimes do need to change, and organizations get themselves into trouble when they fail to agree on and communicate a predominant decision style. Four critical steps can help avoid confusion and make the change stick.
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- Bain Brief
- April 15, 2011
By Marcia W. Blenko, Paul Rogers and Paul Meehan
Companies with a high-performance culture grow 25 percent faster than average companies and are roughly 50 percent better at decision effectiveness.
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- Bain Brief
- March 02, 2011
By Paul Rogers, Alan Bird and Lori Flees
Winning the "war for talent" is a perennial challenge. Applying a decision lens can help you ensure that top performers own decisions and continue to make and execute them effectively.
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- Bain Brief
- February 03, 2011
By Marcia W. Blenko, Michael C. Mankins and Paul Rogers
If you want decision effectiveness to be more than a four-month flash in the pan, you'll need to build lasting capabilities that will continue to produce results.
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- Bain Brief
- January 26, 2011
By Marcia W. Blenko, Michael C. Mankins and Paul Rogers
Seemingly small operating choices made every day by people throughout the company can make a big difference in performance. Getting those decisions right requires that people at every level are equipped to decide and deliver.
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- Bain Brief
- December 28, 2010
By Marcia W. Blenko, Michael C. Mankins and Paul Rogers
How companies can reset the What, Who, How, and When of individual decisions so that they work smoothly and effectively.
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- Bain Brief
- November 19, 2010
By Marcia W. Blenko, Michael C. Mankins and Paul Rogers
Don't overlook small, frequent decisions that generate a lot of value over time.
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- Bain Brief
- October 29, 2010
By Marcia W. Blenko, Michael C. Mankins and Paul Rogers
How to measure the quality, speed and effort of your company's decisions.
