![]() So, have you settled only for decision quality, or are you mindful of decision velocity too? Are the world's trends tailwinds for you? And most important of all, are you delighting customers? Go for quick escalation instead - it's better. "You've worn me down" is an awful decision-making process. No amount of discussion, no number of meetings will resolve that deep misalignment. Sometimes teams have different objectives and fundamentally different views. If you have conviction on a particular direction even though there's no consensus, it's helpful to say, "Look, I know we disagree on this but will you gamble with me on it? Disagree and commit?" By the time you're at this point, no one can know the answer for sure, and you'll probably get a quick yes.įourth, recognize true misalignment issues early and escalate them immediately. Third, use the phrase "disagree and commit." This phrase will save a lot of time. If you wait for 90%, in most cases, you're probably being slow. Second, most decisions should probably be made with somewhere around 70% of the information you wish you had. Many decisions are reversible, two-way doors. We don't know all the answers, but here are some thoughts.įirst, never use a one-size-fits-all decision-making process. ![]() Speed matters in business - plus a high-velocity decision making environment is more fun too. To keep the energy and dynamism of Day 1, you have to somehow make high-quality, high-velocity decisions. High-Velocity Decision Making Day 2 companies make high-quality decisions, but they make high-quality decisions slowly. A remarkable customer experience starts with heart, intuition, curiosity, play, guts, taste. A customer-obsessed culture best creates the conditions where all of that can happen. Staying in Day 1 requires you to experiment patiently, accept failures, plant seeds, protect saplings, and double down when you see customer delight. Why? There are many advantages to a customer-centric approach, but here's the big one: customers are always beautifully, wonderfully dissatisfied, even when they report being happy and business is great. But in my view, obsessive customer focus is by far the most protective of Day 1 vitality. You can be competitor focused, you can be product focused, you can be technology focused, you can be business model focused, and there are more. True Customer Obsession There are many ways to centre a business. I'm interested in the question, how do you fend off Day 2? What are the techniques and tactics? How do you keep the vitality of Day 1, even inside a large organization? An established company might harvest Day 2 for decades, but the final result would still come. To be sure, this kind of decline would happen in extreme slow motion. Followed by excruciating, painful decline. I work in an Amazon building named Day 1, and when I moved buildings, I took the name with me. I've been reminding people that it's Day 1 for a couple of decades. That's a question I just got at our most recent all-hands meeting. If you're good at course correcting, being wrong may be less costly than you think," Bezos says Take 5 minutes and read From Jeff Bezos' 2017 Amazon Annual Letter: Share it with your team and explore how it is relevant to your business. "You need to be good at quickly recognizing and correcting bad decisions. To take advantage of emerging opportunities and market developments, Bezos stresses the importance of "high-velocity decisions." That doesn't mean making low-quality decisions, but it does mean most decisions should probably be made with somewhere around 70 percent of the information you wish you had, Bezos says. While trends like those can be easy to spot, Bezos suggests that "Day 2" organizations resist them. The company has also embraced, and even pioneered, outside trends like cloud computing and artificial intelligence. ![]() He says that Amazon focuses on always giving customers something better, even if it means inventing something totally new, like Amazon Prime. For him there are 2 imperatives, 2 main hallmarks of a “Day 1” company.īezos credits Amazon's precise and unwavering focus on customer outcomes for the company's success. Bezos wants Amazon to retain its mind-set as a “Day 1” company. A “Day 2” mind-set means stagnation followed by painful decline and death. I was struck reading the 2017 annual letter from Amazon’s CEO Jeff Bezos, written at a time when the company has achieved a valuation of 100 billion dollars, only 20 years after it was founded.īezos compares "Day 1" companies - companies that are at the beginning of their potential - with "Day 2" companies. Have you set clear goals for the year and if so are they still in focus? Are you optimistic about the year? What is your mind-set?
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