In the recent Moments that Matter research, we asked IT professionals what they consider important in helping them deal with a crisis. We looked at personal style in addressing key decisions. And here we saw a strong bias for relying on personal experience and instinct – even though it is acknowledged that this can conflict with data and advice.
• 68% believe that under pressure they make decisions based on instinct and experience more than other factors
• 71% believe that on balance intuition and personal experience is more effective than data analysis in driving a successful strategy
• 76% believe intuition and experience can be at odds with other sources from which they make decisions, such as data or advice from third parties
So CIOs seem to be relying on existing judgement and experience to address big moments – but not all these moments are the same and there is no appetite to change approach to reflect this. When asked about the approach to different types of change ranging from responding to crises, through to expansion into new markets; to creating new business models – the sources of advice and decision making stayed remarkably similar – first their own experience, second team skills followed by data and service provider advice.
There is data available but there doesn’t seem to be trusted that it will bring insight without filtering through the lens of personal experience. What seems to be lacking is an engagement with other related business areas. History shows that a group of like-minded people making decisions without the challenge of external stimulus is a potentially dangerous situation and one which the IT department will face as it moves to a more strategic role rather than that of internal service provider.