In this white paper, Greg Spira (Oliver Wight Americas) and Waj Azim (Becton Dickinson) take a closer look at the decision-making deficit — the gap that occurs when organizations have strong planning processes in place but still struggle to make timely, informed choices.
Many companies invest in frameworks like Integrated Business Planning (IBP) with the expectation of greater alignment, predictability, and performance. Yet when the results fall short, the process itself often takes the blame. In reality, the issue isn’t usually the design of the process; it’s the organization’s ability (or willingness) to make decisions. IBP and similar approaches are powerful enablers, but they can’t replace the human capability required to act with clarity and speed. Without that, even the most sophisticated planning process will stall.
This paper highlights the warning signs of a decision-making deficit, the risks it creates, and the strategies and best practices leaders can use to strengthen decision-making capabilities across their organizations.