We know the impact decision making has on the success – and failure - of our organizations. As it turns out, affecting sustainable organizational change around decision quality is challenging.Drawing from project and change management fundamentals, organizational behaviour and the lessons from other disciplines and industries, we have developed a maturity model that sets long term vision, short term targets and a framework to map the journey.

1. © 2013 Nexen Inc.
THE ROAD TO DECISION QUALITYSCOTT BARTSCH, PENG MENG PMP
DIRECTOR OF DECISION ANALYSIS, NEXEN INC.

2. © 2013 Nexen Inc.© 2013 Nexen Inc.
AGENDA
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ORGANIZATIONAL DECISION QUALITY
What’s the motivation?
2
THE CHALLENGE
Why is achieving organizational decision quality difficult?
3
THE ELEMENTS
What are the key considerations to developing a solution?
4
THE MODEL
What does the framework look like?
5
THE VALUE
What benefits can we expect?
6
THE ROAD
What’s worked and what hasn’t?
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3. © 2013 Nexen Inc.© 2013 Nexen Inc.
ORGANIZATIONAL DECISION QUALITY
Decision
Quality
Alignment
Consistenc
y
Capability
Application
Culture
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4. © 2013 Nexen Inc.© 2013 Nexen Inc.
THE CHALLENGE
EMPLOYEES LEADERS
Motivation
(executive commitment)
DA IMPLEMENTATION
Motivation
(leadership commitment)
Motivation
(personal)
Impact
(personal)
Impact
(work)
Alignment
(culture & process
integration)
Fear
(unknown future)
Fear
(unknown future)
Capability
(management training)
Security
(job)
Security
(control / power)
Involvement
Source: Prosci Benchmarking Report Source: DAAG 2012
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5. © 2013 Nexen Inc.© 2013 Nexen Inc.
THE ELEMENTS
Culture
Attitudes
Beliefs
Customs
Change
Management
Awareness
Desire
Knowledge
Ability
Reinforcement
Project
Management
Charter
Roadmap
Governance
AnaloguesSafety
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6. © 2013 Nexen Inc.© 2013 Nexen Inc.
THE MODEL - MATURITY
IMPROVING
Continuously improving
PERFORMING
Consistently delivering
ESTABLISHING
Organizational commitment
MANAGING
Demonstrating value
EMERGING
Executive commitment
PEOPLE PROCESS SUPPORT
5
4
3
2
1
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7. © 2013 Nexen Inc.© 2013 Nexen Inc.
THE MODEL - MATURITY
IMPROVING
Continuously improving
PERFORMING
Consistently delivering
ESTABLISHING
Organizational commitment
MANAGING
Demonstrating value
EMERGING
Executive commitment
PEOPLE PROCESS SUPPORT
5
4
3
2
1
Ad hoc
Definitions
Guidance
Documents
Standards
Policies
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8. © 2013 Nexen Inc.© 2013 Nexen Inc.
THE MODEL – KEY RESTULTS
PEOPLE PROCESS SUPPORT
ESTABLISHING
Organizational commitment3
SHARE raise awareness, share information and leverage corporate skills
and expertise
DEVELOP develop internal DA skills and competency
APPLY demonstrate the value of DA through practical application
SUPPORT establish an organizational structure that supports internal
practitioners
ALIGN define, integrate and support a common approach to decision
analysis
ENABLE provide enabling tools and applications to support the practical
application of DA
MANAGE apply principles of fair process and stage-gate governance to
deliver objectives.
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9. © 2013 Nexen Inc.© 2013 Nexen Inc.
THE MODEL - APPROACH
CENTRALIZED
DECENTRALIZED
central, internal consulting group
network of practitioners supported by
central group
dispersed network of practitioners
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10. © 2013 Nexen Inc.© 2013 Nexen Inc.
THE MODEL - GOVERNANCE
IMPLEMENTATION
LEADS
Provide support, expertise and
recommendations to the
implementation team and local
practitioners
PRACTITIONERS
Apply DA principles for day-to-day asset management
SUBJECT
MATTER
EXPERTS
Responsible for supporting
implementation team,
leads and practitioners
IMPLEMENTATION
TEAM
Responsible for successful project
delivery
STEERING
COMMITTEE
Review recommendations and make
DA implementation decisions.
ADVISORY
GROUP
Champion global DA implementation,
ensure key stakeholder support and
provide expertise and guidance to the
steering committee
ADVISORY & FEEDBACK PATHDECISION MAKING PATH
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11. © 2013 Nexen Inc.© 2013 Nexen Inc.
THE MODEL – VALUE
ORGANIZATIONAL DECISION QUALITY MATURITY
EVALUATION
IDENTIFY STRENGTHS &
AREAS FOR
IMPROVEMENT
BENCHMARK (INTERNAL
AND EXTERNAL)
ALIGNMENT
OBJECTIVES CLARITY
IMPLEMENTATION
FRAMEWORK FOR
ACTION
DEFINE LONG-TERM
SUCCESS
SHORT-TERM TARGETS
ROLLING WAVE PLANNING
STATUS & PROGRESS
MEASUREMENT
EXPECTATION
MANAGEMENT
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12. © 2013 Nexen Inc.© 2013 Nexen Inc.
THE ROAD
EXECUTIVE SPONSORSHIP
RESOURCES
CHANGE*
EXECUTIVE SPONSORSHIP
GRASS ROOTS SUPPORT
SUBJECT MATTER EXPERTS
SKILL DEVELOPMENT
BUSINESS PROCESS
ALIGNMENT
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13. © 2013 Nexen Inc.© 2013 Nexen Inc.
GET BEHIND THE WHEEL
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