Decision Maturity Model is part of the decision-centric approach which enables organisations to realize the depth of their understanding of operational decisions. It shows how well the operational decisions are being managed and automated. Historically, business process automation using technologies such as BPM and product (app, system…) development in IT implements most of the business logic within organisations. These business logics embed operational decisions and will execute them as part of the application or process automation. This approach, when confronted by frequency of change, and need to use both large amounts and varieties of data, becomes a bottleneck for scaling business.
Where Are They?
Operational decisions are big part of every business operation and they derive the quality of operation. Operational decisions are the business questions that require answer. For example in an insurance industry:
- Is claim the claim ready for processing?
- How much is a premium of a car?
- Should we ensure this particular quote?
- What other products can be provided to a customer?
and many more.
In any organisation, Operational Decisions will be influenced and impacted by
- Market Dynamics
- Regulations and Policies
- Data and Information
And they are everywhere, in many different shapes and forms.
Operational Decisions are scattered across many different types of business logic:
- Business Process
- Business Rules
- Data logic
In different shapes and forms:
- Ad-hoc structured models (e.g. Excel)
- Unstructured documents
Decision Maturity Model
The goal of Decision-Centric Approach is to make Operational Decisions the first-class citizen of organisations by allowing them to become visible, modeled, automated and shared across the organisation.
Operational Decisions of organisations have different levels of maturity as illustrated above.
As operational decisions maturity level grows, the impact of the Operational Decisions increases in terms of quality. Allows organisation becomes customer-centric and situation-aware. Enables organisations to create new business values. And ultimately the organisation becomes more agile in responding to changes.
On the other hand, there is a risk associated if Operational Decisions are not optimised.
Day-to-day operational decisions are not always obvious. As such, the organisation risks losing intrinsic knowledge about how the business operates. Loss of Intellectual Property of business.
Operational Decisions at this level are hard-coded into applications and processes. Or they are unknown and undocumented.
The organisation has a high level of understanding about its operational decisions. However, the organisation is exposed to the risk of unknowns, uncertainty and inconsistency about how those operational decisions are working and collaborating in day-to-day operations.
The details of operational decisions are captured structurally, and the relationships and contexts of decisions are understood. Therefore, organisations can conduct impact analysis and understand how change will impact any business operation.
The organisation still runs the risk of inconsistency of results and values throughout the operation.
Operational Decisions are automated individually during day-to-day operations. They are part but not hard-coded into applications and processes. Therefore, the results of decisions are consistent across the organisation. They can be shared between different use cases and workflows.
The full decision cycle is implemented for operational decisions. Therefore, they can be measured and monitored and optimised based on different situations.
This is where the organisation can constantly create value and provide highly personalised services to consumers and customers alike.
In organisations, the goal should be to identify, model and automate the operational decisions with the higher impact. Look at any application, process, Excel and other tools to find and extract them. By doing so, we are moving toward the Optimised stage of maturity which enables organisations to take, consistently quality, situation-aware and customer-centric decisions.