Business processes seem to come in two flavors: those that produce transactions or content and those that produce decisions. The quality of decisions from the latter category often drives the trajectory of the business. Well-executed, insightful decisions can lead to superior results.
But how can you judge the insights baked into your decisions, and how can you measure the level of improvement that might be possible? Knowing those things, how can you drive process change toward insights that will allow you to capture and exploit these improvements? While generalized answers to these questions draw understandable skepticism, I have seen a common five-step pattern emerge.
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