Q: I Have a Decision I Need to Make Now

Sometimes the issue is much more immediate.There is a significant decision to make.The consequences matter. The options may be unclear. Leadership may not be aligned. Information may be incomplete or contradictory. Delay may itself be increasing the risk.In those circumstances, Sixsess can work directly alongside the leadership team, applying EDA to the decision at hand.That may include:establishing the real decision that needs to be madeseparating signal from noiseinterrogating assumptions and available evidencedeveloping and testing realistic optionsunderstanding commercial and organisational implicationscreating leadership alignment where necessaryconverting the decision into clear execution priorities The purpose is not to produce another report.It is to enable the organisation to reach a sound decision and act upon it.And a specific EDA intervention can also expose opportunities to strengthen the organisation’s wider decision-making capability.

Question 1

The Compounding Value of Better Decisions

Accepted Answer

Every organisation creates value through the decisions it makes.Decisions determine where resources are committed, which opportunities are pursued, which risks are accepted, who is appointed, how strategy develops and how effectively intentions become results.A single better decision may create substantial value. But organisations make hundreds or thousands of decisions.Improving the quality of those decisions therefore has a cumulative effect.Better decisions create value. Consistently better decisions compound it.The reverse is equally important. Poor judgement, unnecessary delay, missed opportunities and ineffective execution destroy value &#8211; and those effects accumulate too.The greater the number, complexity and consequence of an organisation&#8217;s decisions, the greater the potential value of improving how those decisions are made.

Question 2

Why Better Decision-Making Matters More Than Ever

Accepted Answer

Organisations are making decisions in an environment of increasing complexity and interdependence.Geopolitical instability, economic uncertainty, technological disruption, AI, cyber risk, regulation, changing markets and increasingly complex supply chains create both opportunities and threats.At the same time, organisations have access to more information, analysis and computing power than at any previous point.But more information does not mean better judgement.The competitive advantage increasingly lies not simply in obtaining information, but in turning it into understanding, judgement, decisions and effective action.The ability to make consistently better decisions is becoming increasingly valuable precisely because the environment in which those decisions are made is becoming more difficult.

Question 3

The Decision-Making Capability Gap

Accepted Answer

Organisations invest extensively in leadership, professional expertise, technology, data, systems, strategy and operational capability.But how many people are ever systematically equipped to become better decision-makers?And how many organisations deliberately develop better decision-making itself as an organisational capability?Expertise matters. Experience matters. Information matters. Technology and AI increasingly matter.But none of them guarantees effective judgement.The question is whether an organisation&#8217;s people, information, strategic thinking, judgement and execution are organised to work effectively together when decisions are made.Decision-making may be one of the most consequential activities within an organisation. It should be treated as a capability in its own right.

Question 4

What is Executive Decision Acceleration?

Accepted Answer

Executive Decision Acceleration is an organisational operating system designed to enhance organisational judgement, decision-making and execution.It brings together the organisational, strategic, decision-making and execution capabilities required to turn:Information into understanding.Understanding into judgement.Judgement into decisions.Decisions into purposeful action.EDA is not about making decisions faster for the sake of speed.Some decisions deserve time. Others demand immediate action.The objective is to recognise the difference, create time where necessary, remove avoidable delay and enable sound judgement to become effective execution.

Question 5

Develop Better Decision-Making as an Organisational Capability

Accepted Answer

Most organisations already possess much of the capability they need.

They have capable people, experience, expertise, information, technology, processes and accumulated organisational knowledge.

The opportunity is to make those capabilities work together more effectively when decisions are made.

Sixsess works with leadership teams to enhance, align and embed the organisational capabilities that enable better judgement, better decisions and better execution.

This is not about teaching people a decision-making technique or imposing another layer of process.

It is about strengthening the organisation’s own capability to make consistently better decisions – and embedding that capability culturally and operationally.

The value is not confined to one decision. It extends to the decisions that follow.

Question 6

I Have a Decision I Need to Make Now

Accepted Answer

Sometimes the issue is much more immediate.

There is a significant decision to make.

The consequences matter. The options may be unclear. Leadership may not be aligned. Information may be incomplete or contradictory. Delay may itself be increasing the risk.

In those circumstances, Sixsess can work directly alongside the leadership team, applying EDA to the decision at hand.

That may include:

establishing the real decision that needs to be made
separating signal from noise
interrogating assumptions and available evidence
developing and testing realistic options
understanding commercial and organisational implications
creating leadership alignment where necessary
converting the decision into clear execution priorities

The purpose is not to produce another report.

It is to enable the organisation to reach a sound decision and act upon it.

And a specific EDA intervention can also expose opportunities to strengthen the organisation’s wider decision-making capability.

Question 7

Why The Sixsess Consultancy?

Accepted Answer

The Sixsess Consultancy is the leading authority on Executive Decision Acceleration.EDA has been developed from more than five decades of practical experience across environments in which judgement, leadership, people, strategy and execution carry real consequences.It draws together practical experience from executive leadership, commercial aviation and Human Factors, organisational change, strategy, consulting, industrial relations, modelling and complex decision-making.The methodology is set out in Barry Eustance&#8217;s:Executive Decision Acceleration &#8211; Enhancing Judgement Under Pressure &#8211; A Field GuideThe Field Guide provides the intellectual and practical architecture behind EDA.Sixsess brings that architecture into the organisation &#8211; either to develop enduring organisational decision-making capability or to work directly on a consequential decision that needs to be made now.Better judgement. Better decisions. Better execution.

Question 8

The Sixsess Philosophy – The Six “S”s of Great Organisations

Accepted Answer

Simple                         – Clarity and focus create momentum.Straightforward       – Honesty, openness and directness build trust.Sustainable               – The right pace and balance ensure longevity.Satisfying                   – Work should energise, not exhaust.Scalable                      – Growth must be structured and intentional.Sellable                       – Value comes from being transferable, not dependent.