Mr. Sauerbrey: Why do executives need a Decision Intelligence Navigator?
Dr. Moser: We understand “Decision Intelligence” as the capability of an individual or organization to create a FIT between its intelligence requirements in form of data, information and knowledge and its intelligence processing capacities in the form of intelligence gathering, analysis and communication activities.
Our Decision Intelligence Navigator is simply put a mental model that allows you…
Mr. Sauerbrey: How does the Decision Intelligence Navigator support executives?
Dr. Moser: In today’s world companies face ever-increasing levels of uncertainty, ambiguity, industry dynamics and industry convergence – a popular term for this is “VUCA”. It simply means that the business context of companies in almost any industry is changing dramatically.
Now, if the business context is changing fast and substantially, a company needs be able to adapt the way its gathers and processes intelligence in order to understand how the political, macro-economic, social and technological environment is evolving, which industry dynamics are still relevant or changing and what kind of resources are key for a company to create a value proposition for its customers in the future.
However, many companies have not invested into conceptually sophisticated and technically advanced intelligence gathering and processing structures and activities often leading to an information overflow and, in the worst case, to strategic decision based on irrelevant information – which still works for companies if they are operating in protected industries or nothing is changing. But where is this still the case today?
So what the Decision Intelligence Navigator does is to guide executives along the entire process to make sure that they and their companies focus on the insights they really need and to improve that these insights are turned into – let’s call it – wise decisions.
Mr. Sauerbrey: Let us then talk about the different elements of the Decision Intelligence Navigator. Where do we need to start?
Dr. Moser: Well, the first step of the Decision Intelligence Navigator is to understand the intelligence requirements that you or your company have. For this purpose we have developed different tools and concepts to create - what we call - the right “Contextual Mindset”.
In a second step you need to improve your Framework Proficiency and your Intelligence Access to create the insights you need to make specific decisions and finally you work on your Decision Proficiency to ensure that your valuable insights are turned into bias-free decisions.
Ok, you have talk a lot about changes in the business context so far – why is the understanding of changes in business context so important for executives?
Some executives still tend to deny that the context is changing much. But many executive strongly agree that
Mr. Sauerbrey: Ok, given that I have developed the contextual mindset I need - how do I proceed then?
Dr. Moser: Companies and executives then have to find a way how to address all the information requirements they have identified in order to make decisions – for example about their future business model in China or how to integrate Artificial Intelligence applications into their value chain.
As briefly mentioned earlier, this requires two things: Framework Proficiency and Intelligence Access.
Mr. Sauerbrey: So, when I have created the insights I want, I still have to make decisions right?
Dr. Moser: Right, we call this element of the Decision Intelligence Navigator “Decision Proficiency”. Decision Proficiency is simply a set of tools and concepts which helps executives to turn insights about the future business context into specific resource allocation decision down to the functional level but also to support executives to avoid any bias that is likely to occur during the actual analysis and decision making process.
Mr. Sauerbrey: Let me try to wrap it up shortly: The Decision Intelligence Navigator supports executives to reflect about the business context changes that they currently face, to identify those dimensions of competition that matter in the future and to access relevant data, information and knowledge to really understand them and finally to turn these insights about the future into functional consequences today trying to avoid any bias during the decision making process.
Dr. Roger Moser
Dr. Moser is an entrepreneurial academic who focuses on creating the FIT between the intelligence requirements of decision-makers and organizations and their intelligence processing capacities. He defines this FIT as the DECISION INTELLIGENCE of individuals and organizations.