The 4Ds of Making Decisions by Committee
I couldn’t help but smile at this little observational gem on Twitter this afternoon (courtesy of @iboy):
The 4Ds of Making Decisions by Committee: Diluted, Delayed, Dumbed Down.
Many a true word tweeted in jest. Regardless of my amusement though, the tweet highlighted a genuine and all too common problem.
Decision-making that’s compromised because of reliance on any kind of management committee can put a business at a significant competitive disadvantage, and never more so than when it comes to decisions about digital marketing and social media in particular.
Here’s a simple example: Think of a business that’s finding its feet with social media networking. Their Facebook page is gathering positive momentum. Interactions are growing. It’s all beginning to make sense. Then a customer posts a vociferous complaint on the company’s Wall. It’s a genuine complaint about a genuine problem. The members of staff who monitor the Facebook page can deal with the complaint itself (they’ve got a procedure for that), but they haven’t been given the authority to post ‘official’ public replies or any guidance about how to construct one. A decision has to be sought from ‘on high’. Decisions from ‘on high’ often take quite some time. Meanwhile, the customer who complained has vented his frustration at the lack of response all over the company’s Wall and other disgruntled punters are starting to pitch in. You get the picture.
Don’t misunderstand me, the need for appropriate due diligence in the running of a business isn’t in question, but management teams and their decision-making processes need to adapt to the speed of change ‘inflicted’ by consumers’ digital expectations. Diluted and delayed just don’t cut the proverbial mustard.
Empowering front-line staff to make decisions without always having to seek ‘approval’ is crucial. Appropriate training and flexible policies are a big help too. It’s also worth remembering that rapid, de-centralised, decisions don’t have to involve always sitting heroicly astride the bleeding-edge of technological development. Very often, “steady as she goes,” is completely the right decision.
The issue isn’t innovation, it’s agility.
