Leaders in function after function tell us in survey after survey about their growing doubts that they can make wise choices and tough calls. They say they need to make bigger decisions and faster decisions than just two years ago; they say they must involve more colleagues. They acknowledge the importance of data yet admit to relying on their gut. They say they seek out evidence their bosses want to hear. 

This is an unhealthy state of affairs. Just as machine learning needs algorithms, people need systems and frameworks that support higher quality decision making. And organizations must retool their cultures to make these processes more transparent, more collaborative, more timely. 

The short articles inside will offer help. You’ll learn the five markers of decision-making excellence and tips for attaining each one. You’ll get advice for spreading data literacy. And you’ll read about an emerging market—products that order their own refills and repairs— that you can capitalize on only once you understand how machines decide what to buy.

You’ll find real-world experience shared by leaders at an international group of organizations, large and midsize, private and public, including CHS, DSM, Danfoss, Dropbox, Bose, Benco Dental, UnitedHealth Group and Froedtert & the Medical College of Wisconsin.

GBQ advises you on aligning with others and reaching peak effectiveness, so your organization can achieve its goals, be bold and principled, and bring employees, investors and the public along for the ride. 

Our standing departments keep you up to speed — Cutting Edge, a look at provocative new data, and Briefs, short takes about smarter spending and planning, talent and culture, growth and innovation, and data and technology. 

We welcome your feedback. Please contact me at judy.pasternak@gartner.com.

— Judy Pasternak

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