Decision Quality - Innolect, Inc.

Decision Quality

Balance - ballThree things will determine

the results you can achieve:

1) Deciding – making creative and appropriate choices about what to do.

2) Doing – getting people to execute those decisions effectively.

3) Chance – the wild card, creating risk and uncertainty about the results.


Decision Quality Principles Improve the Probability of

Achieving Your Desired Outcomes

  • Appropriate framing of the real problem
  • Clear objectives, values and trade-offs of the decision-makers
  • Consideration of all stakeholders and appropriate engagement
  • Creative, compelling alternatives to compare
  • Meaningful reliable information – past data and future uncertainties
  • A credible assessment of value, cost and risk
  • Clear insights and options thinking for contingencies
  • A decision that sticks, leading to action
  • Use of best practices and tools – as needed, not regimented


Innolect Offers:

Professional Decision Facilitation

  • Experienced facilitators work with your decision-makers and stakeholders to achieve clarity on a complex situation.

Internal Capability Development

  • We train and coach internal resources to become experienced decision facilitators for your organization.


Ways to Get Started:

Executive Briefing (half day)

  • Concepts and value of decision quality
  • Case studies showing the process and deliverables
  • Roles of decision-makers and teams

Critical Decision Facilitation

  • Multiple stakeholder engagement
  • Complexity, uncertainty and risk analysis
  • Value of an independent facilitator
  • Urgency and materiality for the business

Internal Capability Development

  • Advanced workshop for practitioners
  • Tools and techniques kit
  • Coaching to get up experience curve


Case Study – Quantifying the Intangible Value of IT


Fuel and fuel-related costs are the second largest expense category for a major global airline after payroll expenses.  Annual costs prior to the project were over $1.5 billion, almost 90% for jet fuel purchases alone.  There goal was to have a “dynamic fuel tracking management system which could be utilized at all management levels”.   However, the tangible cost savings that could be proved did not create a positive ROI.  The intangible benefits were discounted due to disappointing results experienced with other IT projects.


A decision quality approach allowed the team to quantify ranges of outcomes that could result from decisions made using information from the new system.  The upside potential and risk analysis led to a fundamental redesign that paid for the system in the first few months of operation.   It also quantified the value of assuring user understanding and adoption, enabling investment in a more robust user interface and field training.   It also led to other functional areas buying in to the project, and finding substantial value within their operation.

Summary Results

The airline saved over $360  million per year with the new capabilities to selectively leverage real-time local pricing gaps for fuel, manage sourcing locations with active tankering and to optimize how pilots flew the aircraft.


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