Our Original Publications

25 Jul 21
In the field of articles

Achieving inclusion, diversity and performance all at once

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07 Dec 20
In the field of articles

7 common misconceptions about “The New Way of Working”

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02 Dec 20
In the field of report

How a Paradigm Shift in understanding “Decisions” changes everything

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10 May 19
In the field of articles

Why so many women don’t get the birthing experience they hope for

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06 May 19
In the field of columns

Resolve frustration. Utilise expertise. Free up resources. Make change happen.

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26 Feb 19
In the field of columns

Decision-free management is not an oxymoron, it is a paradox!

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19 Feb 19
In the field of articles

How to predict future behaviour of individuals as well as organisations

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18 Feb 19
In the field of articles

On experts and expert organisations

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25 Jan 19
In the field of articles

The Five Principles of TONNNO that will avoid Decision Making

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22 Dec 18
In the field of articles

The Four Steps of DICE that will Change the World

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18 Dec 18
In the field of columns

40 reasons Mae did not have the birth she wanted

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09 Nov 18
In the field of articles

On decision making

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05 Nov 18
In the field of report

Decision Free Procurement

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03 Apr 18
In the field of columns

This Is What I Predicted About Trump Following His Inauguration

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31 May 17
In the field of columns

In Nederland wordt Best Value Procurement vakkundig verkracht

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20 Mar 17
In the field of columns

Best Value Procurement in the Dutch Court Room

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The alternative to decision making is transparency.

Decisions are conclusions or resolutions reached after consideration (the Oxford dictionary definition of ‘decision’). When something needs to be considered it means it is not transparent. Create transparency and what follows are not decisions but ‘the logical next step’. When something is transparent you don’t have to think. Transparency allows decisions to be replaced by approvals.

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Het vrijmaken van resources is efficiënter dan kosten besparen

In goede tijden is het eenvoudiger om goede marges te maken. In slechte tijden is je enkel verlaten op goede kwaliteit een uitdaging. Maar het simpelweg het mantra “kosten besparen” hanteren leidt tot een lagere kwaliteit en uiteindelijk kleinere marges. Het implementeren van DFS leidt tot een betere benutting van de beschikbare expertise, een verbetering van de kwaliteit, en dus uiteindelijk ook tot lagere kosten. Dit is hoe expert-organisaties de competitie voorblijven, en hun marges op peil houden.

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Leadership performance is easy to predict.

In every leadership-role the aim is to create the conditions to achieve the aims against minimal risk. The needed combination of experience and skills is always different. Simple observations help to identify the right person.

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Everybody can manage risk, only few can minimise it.

In every organisation there are both identified and unidentified risks. Unidentified risks occur e.g. when aims are not clearly understood, when it is unclear whether the right expertise is available, or used appropriately. All of which results in decision making. To manage identified risks is straightforward, to minimise risk you must avoid decision making. Which is what an expert does. But what does it take to become an expert?

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To stay ahead, freeing up resources beats cutting cost.

In good times it may be relatively easy to make profits. In bad times relying on quality alone can be challenging. But the approach of “cutting cost” will affect the quality of your solution, and margins will get affected. Implementing DFS improves the utilisation of available expertise, improving quality and (thus) bringing cost down. This is how expert organisations stay ahead of competition, and retain healthy margins.

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That decisions increase risk is not semantics, it is logic.

That decisions increase risk follows from the dictionary definition and use of logic. Few experience decisions in this way, for various obvious reasons. Many unsubstantiated choices are made based on experience or are educated guesses. We get a lot of decisions right. When the risk does occur, usually much later, we often fail to make the link with the decision. What is more, making decisions often makes us feel good. But the risk is still for real.

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