Since resources for preparing and implementing decisions are finite, unnecessary decisions weaken the ones that are actually necessary.

On the basis of an introductory interview, it is analysed what kind of decision has to be prepared and what the key problem is.

Thus becomes clear:

• whether it is only necessary to observe if a critical condition could arise that makes a decision necessary

• if necessary, inevitable decisions need to be made

• if a one-off risk and opportunity-oriented decision has to be made

• if the current problem requires decisions that prevent a recurring crisis situation

A decision without acceptance is only good intention, and a decision without action is hope.

The decision is prepared using clearly structured options for action with realistic implementation plans. Each option for action includes:

• who needs to be informed

• what kind of action must follow

• who should do it

• how the action has to be and how it has to be explained so that it can be carried out by these people

The common elements, insurmountable restrictions and the core of the differences in decision-making options are worked out and made aware. The decisions made are therefore comprehensible and can be accepted by all parties involved.

A decision is only made when its implementation and effectiveness have been ensured.

With our support, the processes are adapted by those responsible, practical requirements are developed together with the employees and transferred to an innovative document-, knowledge- and competence- management.

A metric is installed that makes it possible to permanently and continuously monitor the achievement of the results.

This enables continuous improvement in the organization as well as constant learning, especially in the decision-making processes of managers.