We Help You Achieve the Goals You Believe in

Making Expertise Matter with Decision Free Solutions

Decision Free Sales.

back to all services

Many solutions can be successfully marketed to customers. But when the expertise and technology involved becomes too specialised and complex for the customer to understand, focussing the marketing effort on the solutions serves the customer nor the expert-organisation.

By merely focussing on the solution the expertise and vision that resulted in the solution gets easly overlooked. Unable to gauge the relevance of the marketed features and differences between solutions the customer is asked to ‘trust’ the vendors. This the customer can only perceive as a risk, and it often tries to mitigate the risk by making long lists of requirements, complex contracts, and eventually by trying to manage, direct and control the vendor.

Expert-organisations have an alternative. Decision Free Sales is about transparently communicating to the customer to be an expert in the field. Experts know what to do next, they don’t have to make decisions. Experts minimise risks in achieving the aim, and expert-organisations minimise risk in delivering the solution the customer is in need of.

In Decision Free Sales expert-organisations prove to be experts by demonstrating they are able to achieve their own aim: the organisation’s mission. By collecting performance metrics of their solutions and demonstrating that with these they achieve their mission the customer can positively identify the organisation as an expert.

In Decision Free Sales the expert-organisation’s sale effort focusses on the alignment between the organisation’s vision of the challenges in the field, and the challenges the prospective customer is in need of a solution for (challenges which the prospective customer may not always be already aware of!).

The organisation who can prove to be an expert-organisation, and who can demonstrate its vision addresses the challenges of the prospective customer, can turn the prospective customer into a customer: sales without decision making.

Decision Free Solutions provides the following services:

  • Workshop/speaker services in introducing the method of Decision Free Sales
  • Consultancy in implementing Decision Free Sales within the organisation:
    • Assessment of the non-ambiguous nature of the organisation’s vision and mission
    • Establishing how the organisation’s solutions are in support of achieving the mission
    • Identifying with which performance metrics it is demonstrated the solutions achieve the aim
    • Redefining the sales effort

Interested in learning more?

Contact us
Decision Free Solutions empowers your organisation with new insights

The alternative to decision making is transparency.

Decisions are conclusions reached after careful thought. When something requires 'thinking' it is not transparent. Transparency allows organisations to manage by approval (instead of decisions).

Read more

Het vrijmaken van resources is efficiënter dan kosten besparen

Om de concurrentie voor te blijven is het leveren van kwaliteit niet voldoende. Simpelweg “kosten besparen” leidt tot kleinere marges. Inzet van expertise doet het tegenovergestelde.

Read more

To stay ahead, freeing up resources beats cutting cost.

To stay ahead relying on quality alone is not enough. But the approach of "cutting cost" results in reduced quality and margins. Utilise expertise to free up resources instead. Cost reduces, and margins increase.

Read more

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.

Read more
All explanations >
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.

Read more
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.

Read more
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.

Read more
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?

Read more
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.

Read more
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.

Read more