ABSTRACT
Leaders are revered, frequently quoted, and their decisions endowed with what is often retrospectively ascribed wisdom. Leahy himself attributes much of his success to one decision the introduction of the Tesco Clubcard. Organisational decisions are not routinely opened out to broad participation through group and crowd decision making. Starting with the facts reinforces one-at-a-time decision making and increases the risk of bias, because the information-gathering process will be entirely focused on supporting pre-judgements. CEO Ricardo Semler wanted to share decision making with the people doing the work and connect them to the customer. Davenport argues that examples of poor corporate decisions, including the Time Warner acquisition of AOL and Yahoo! rejecting increasingly generous acquisition offers from Microsoft, are solo decisions. Better decisions could be made by groups. They can generate a diverse range of decision alternatives, guard against personal bias and introduce diversity.
