Technology is an enabler of decision making. Who makes the decisions is usually reliant on reporting structure. Decisions are mostly made over the course of an extended period of time. There is nothing unreasonable about this construct. But this construct can only provide limited growth. Changing the dynamic of how decisions are made is the key to growth which can keep pace with competition and disruption. Mike shares his thoughts.

• Understanding true actionable insights are identified at the plant level where value is created
• Identifying how that front-line insight can inform support
• Instilling a metric set into the entire end-to-end enterprise that respects that key insight
• Asking 'what needs to get done,’ ‘what do you need to know to get that done’ and 'what is there to know that I don’t know,' to identify the facts and context to bring you key perspective
• Realizing that who you work for depends on the problem being solved
• Understanding that digital transformation has nothing to do with digital- it’s the transformation of how you think and make decisions 
• Graphing the decision-making process with good Bayesian analysis