High Impact Skills
Decision Making
Match the decision process to the decision: speed where it is cheap, rigour where it is not.
The business challenge
Why organizations ask for this.
Decisions are slow or inconsistent because there is no structure, no confidence or no analysis, so the trivial takes a meeting and the consequential takes a guess.
Approach & methodology
How the programme actually runs.
2 modules · 5 weeks · Face-to-face, case-based
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Decision frameworks
RACI for who decides, and the OODA loop for deciding under time pressure.
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Real-case scenarios
Applied to decisions the organization is actually facing.
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Group exercises
Balancing the analytical and the intuitive, and knowing which one the decision deserves.
Competencies built
What participants can do afterwards.
Analytical thinking
Frame the decision before analysing it.
Prioritisation
Decide which decisions deserve a meeting and which deserve an email.
Risk assessment
Weigh reversibility and stakes, not only probability.
Decisiveness
Commit and move, then review, rather than deferring indefinitely.
Expected business outcomes
What the organization should see.
Faster and higher-quality decision-making
Reduced operational bottlenecks
Increased accountability and ownership
Schedule & format
Practical details.
FAQ
Frequently asked questions
All employees and leaders.
2 modules · 5 weeks. The rhythm is deliberate: modules are spaced so participants apply the behaviour at work between sessions.
Face-to-face, case-based. We adapt the mix to your geography and shift patterns.
Yes, and it always is. We start with two to three individual conversations with selected participants, then rebuild the cases, the language and the practice situations from your business.
Kirkpatrick levels one to four: reaction, knowledge, self-assessed behaviour, and the participant's manager assessing the same competencies. We agree the target behaviours with the sponsor before design starts.
Digital missions and buddy work on PROMOTE, with the participant's own manager involved. This is the difference between 15–20% and 60–80% transfer into practice.
Yes. We also deliver in French across our Western European and African operations.
Related programmes
Others in High Impact Skills.
Finance for Non-Finance
Two days of financial acumen for people who make financially consequential decisions without a finance background, ending in a simulated business case built on your own sector.
Critical Thinking
Test the claim before you act on it: bias, evidence and inference under time pressure.
Project Management
Practical delivery discipline for the people who run projects without the job title.
Start a conversation
Book a strategic discussion about Decision Making.
If you are evaluating how to build capability that actually changes the way your organization works, we can help you define the right starting point, cohort design and delivery sequence.
The first conversation is diagnostic. We discuss your context, priorities, maturity, and where capability building can create measurable leverage.