𝐂𝐨𝐧𝐬𝐞𝐧𝐬𝐮𝐬 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧-𝐦𝐚𝐤𝐢𝐧𝐠 has traditionally been the most popular way to resolve business challenges in large corporations. Especially in functional areas like NPD, Operations and Business Planning . While consensus decision making has its merits in allowing all stakeholders a voice and it fosters a climate of engagement, there is sometimes a cost associated with this approach and it does not always lead to the best outcome.
»𝐂𝐨𝐧𝐬𝐞𝐧𝐭 decision-making is used when a high number of entrepreneurs (e.g. app developers for the iphone) are empowered to take decisions themselves in alignment with general rules
»𝐓𝐨𝐩 𝐃𝐨𝐰𝐧 decisions coming from leadership who understandably have a better overview of the organisational strategic imperatives e.g. for defining core design principles (e.g. “simplicity” and “innovation”).
»𝐌𝐞𝐫𝐢𝐭𝐨𝐜𝐫𝐚𝐭𝐢𝐜 decisions are based on proven expertise.
»𝐒𝐲𝐬𝐭𝐞𝐦𝐢𝐜 𝐂𝐨𝐧𝐬𝐞𝐧𝐬𝐮𝐬 is used for critical decisions, where the intelligence of a group is leveraged and the voice of minorities is heard
IBSing uses a 𝐜𝐨𝐦𝐛𝐢𝐧𝐚𝐭𝐢𝐨𝐧 𝐨𝐟 various 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧-𝐦𝐚𝐤𝐢𝐧𝐠 𝐩𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐬 to deliver better results.
S&OP ⇨ IBP ⇨ IBSing
image: Geek Culture / joyoftech.com