10. Problems with how we make
decisions today
1. Limited autonomy
2. Vagueness on who makes decisions
3. Vagueness on what to do with feedback
4. Vagueness on accountability
11. This results in
1. Slow decision-making
2. Lower quality decisions
3. Poor experience for everyone involved
And ultimately, less market impact.
12. Thatʼs why our principles and
process for making decisions
need to evolve
13. Here are 4 principles to make
us better at decision-making
14. #1 Highly aligned strategically
#2 Fast & autonomous in execution
#3 Hungry for feedback
#4 Owning the results
15. Highly aligned
strategically
All our decisions are aligned with
our company strategy, product
strategy, and any relevant
program and group strategies.
PRINCIPLE #1
28. So whatʼs changing?
1. Clarified all levels of strategy
decisions and associated drivers &
approvers for each
2. Clarified rituals by which strategy
decisions get reviewed and approved
30. Including who needs to approve
strategic decisions and whoʼs
ultimately accountable
31. DACI for each level
Driver
Approver
Contributor
Informed
Drives progress and manages expectations
Approves and is accountable for the decision
Inputs and gives feedback on the decision
Informed when the decision has been made
49. So whatʼs changing?
1. Making it explicit that there is no
approval for executional decisions
2. Clarified DACI for each type of
executional decision
50. We believe teams will be able to
deliver quality work faster by
not having to get approval for
executional decisions
Itʼs still up to the manager and their report to decide how involved the manager needs to be.
51. And by having shared
expectations of each otherʼs
roles for executional decisions
53. Hungry for
feedback
To make better decisions we
proactively seek feedback to gain
different perspectives. We listen and
consider all feedback with an open
mind and then accept or discard it.
PRINCIPLE #3
54. Small teams with high context
are best placed to drive quality
decisions quickly
✅
❌
❌
55. But no one has all the context to
make quality decisions alone
60. Thatʼs why we should be
hungry for feedback
Photo credit
61. So whatʼs changing?
1. Reframed executional rituals around getting
feedback and keeping stakeholders informed
2. New framework for giving and receiving
feedback
3. Holding each other accountable for getting
feedback on decisions weʼre driving
62. Weʼre making product forums
smaller and explicitly focused on
feedback, not decision-making
63. To get director feedback, weʼre
introducing project reviews,
which will happen on ad-hoc basis
64. To keep stakeholders informed,
weʼre introducing lightweight
async status updates
65. Curious
Minor
Major
Youʼre simply trying to understand more
Thereʼs a detail that needs to be considered
Thereʼs a significant disagreement or
misalignment that needs to be resolved
When giving feedback, we should
clarify how serious to consider it:
70. The important point is that weʼre
hungry for feedback and expect the
same from everyone else
71. Owning the
results
We hold ourselves responsible for
output and outcomes from our work.
When our decisions donʼt work out,
weʼre open and frank about what
happened and what we learned.
PRINCIPLE #4
96. Hereʼs a summary of all
principles & changes to how we
work that will make us better at
decision making
97. #1 Highly aligned strategically
Clarified all levels of strategy decisions and associated
drivers & approvers for each
Clarified rituals by which strategy decisions get reviewed
and approved
All our decisions are aligned with our company strategy, product
strategy, and any relevant program and group strategies.
#3 Hungry for feedback #4 Owning the results
Reframed executional rituals around getting feedback and
keeping stakeholders informed
New framework for giving and receiving feedback
Holding each other accountable for getting feedback on
decisions weʼre driving
Introducing quarterly program and group reviews
Updating our existing strategy rituals to be more focused on
outcomes
To make better decisions we proactively seek feedback to gain
different perspectives. We listen and consider all feedback with an
open mind and then accept or discard it.
We hold ourselves responsible for output and outcomes from our work.
When our decisions donʼt work out, weʼre open and frank about what
happened and what we learned.
#2 Fast & autonomous in execution
Making it explicit that there is no approval for executional
decisions
Clarified DACI for each type of executional decision
When executing based on an agreed strategy, we move fast and
autonomously, without approval processes.