Ways of working
Most decision time is wasted. Speed and quality rise together when roles are clear.
McKinsey's 2019 decision research finds most decision-making time is used ineffectively, and that the organisations which decide quickly also decide well when roles and forums are explicit.
Mid-market bridge: The wage maths was modelled on a typical Fortune 500, but the survey pain, 61% of managers saying at least half of decision time is ineffective, is not reserved for giants. In a 50-500 person organisation, unclear decision rights show up as blocked boards, thrashing steering groups and delivery waiting on sign-off.
Outcome we help: Stop decision theatre that slows delivery.
What the report found
61%
of decision-making time is reported as ineffective
McKinsey 2019 article
37%
of organisations make decisions that are both high quality and timely
McKinsey 2019 article
~530,000
manager days per year lost to ineffective decision-making at a typical Fortune 500 company
McKinsey 2019 article
What it means for leaders
- Decision latency is a measurable cost, not a cultural moan.
- Speed and quality are not a trade-off when decision rights are clear.
What to do on Monday
Start here: For one recurring leadership meeting, label each agenda item Decide, Discuss or Inform; name an owner for each Decide item; publish a three-line decision log afterwards.
- List the three decisions currently waiting longest and mark each reversible or irreversible.
Try it in an open workspace
Free tools with sample data. No account.
Source
Three keys to faster, better decisions, McKinsey & Company, 2019. Read the original report