This is a great question that obviously warrants a good deal of attention. Although there are dozens of strategic, analytical and technological mistakes that can challenge the progress of technology implementations, the following list presents the 10 most common Decision Management adoption mistakes and meaningful strategies to avoid them.
Overlooking the importance of data management
The quality of decisions is dependent on the quality of the data. All-too-often decision analysis efforts overlook the importance of validating the existence and quality of the supporting data elements. Include data quality assurance as part of your decision analysis efforts to eliminate costly rework and low decision value.
Not including the business
Surprisingly we have worked with companies that assign all Decision Management tasks to the IT function. These adopters typically show lower ROI because of the continued higher costs to maintain decision logic and slower time to change. Decision Management is most valuable when the business function is closely involved and responsible for decision maintenance, testing, and in some cases, deployment.
Under emphasizing sharing / reuse
Many Decision Management adopters choose to begin with a localized, process-specific implementation, and rightfully so. However it is still important to analyze and design in preparation for the sharing and re-use that exemplify high-value Decision Management adoptions. Stakeholders must also create objectives and incentives for future sharing and re-use across business processes and lines of business.
The scope is too broad
A strong architectural foundation is required to support Decision Management at an enterprise level. While many companies are positioned to leverage Decision Management across the enterprise, truthfully not many are there yet. Selecting an entry point and scope that best fits the current architectural foundation is critical to create meaningful value and meet Decision Management business objectives.
Selecting the wrong entry point
Choosing the right entry point is like making a good first impression - chances are you only get to make one. Nothing is truer for Decision Management adoption. Choosing an entry point can be the most critical task of the adoption process, and should be done considering factors that will yield opportunities to show ROI as early and often as possible.
Not setting S.M.A.R.T. objectives
Successful transformation of any kind requires setting and meeting objectives. Successful Decision Management adoption is no different. S.M.A.R.T. business objectives are Simple,
Measurable, Attainable, Realistic and Timely.
Not measuring ROI
ROI measurement is a critical component of any success strategy. Many companies struggle with Decision Management ROI measurement because of the inherent soft data measures that are used as selling points. For example, improving alignment between business and IT is a well-marketed benefit of Decision Management, yet how do we accurately measure alignment? There are certainly strategies for measuring the amount of alignment improvement, however without a formal ROI Methodology to define measurement strategies and required data, measuring ROI can be difficult.
Underestimating organizational impacts
Many companies begin a Decision Management adoption initiative without a clear understanding of how their organization must change to be successful. Realignment of roles and responsibilities are often required to best support new activities and tasks. Low motivation, insufficient knowledge and lost momentum are symptoms of an under prepared organization.
Too little, or too much governance
Too much governance has the same impact as too little governance: lack of trust, lack of belief, and lack of processes that drive efficient and effective performance. Decision Management success requires the right amount of governance that empowers both business and IT to perform their roles and responsibilities. See our Business Rules Governance white paper in the BlueNotes section for more information.
Under prepared resources
There is a difference between knowing how to use software and knowing how to use software to perform your job. Preparing resources for Decision Management adoption requires more than training participants on product capabilities. It requires an education on governance, organizational structure and processes that guide day-to-day activities.
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Contact us to learn more about successful Decision Management adoption.
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