"Modern managers have time to reflect on the essentials.
A manager gets paid to think through the big decisions of his company."

~Peter Drucker


The ability to make effective decisions separates great companies from the rest

beeBlum creates the conditions for great performance

Decision Intelligence

The analysis and optimization of decision making is a discipline that has hardly been considered so far. This is why an outstanding number of opportunities are available here today. "Decision Intelligence" is still very young and combines data science with theories from social science, decision theory and management science . Its application offers a framework for the use of machine learning on a large scale. The basic idea is that decisions are based on our understanding of how actions lead to results. Decision intelligence analyses these chains of cause and effect. Thus, many facts that are only "felt" today become measurable. 


Identify and eliminate bottlenecks


Bottlenecks can be detected by simply evaluating key figures. For example, an examination of allocated budgets or other scarce resources can provide an initial indication that implementation could be more problematic than it initially appeared when viewed in isolation. By assigning decisions to objectives and strategic targets, you can get an indication much earlier than is possible today whether an organization is developing in the desired direction.

Effective decisions are the key to outstanding performance

beeBlum can help you to show what your company is already strong in and where it can be improved. With beeBlum you can easily find out which decisions have been discussed extensively, how fast or slow decisions were made, or how many alternatives were considered on average. You can find out which information was particularly helpful for decisions, which criteria met with high approval or resistance in the organisation. A network analysis made it possible to identify wasted time in the decision-making process. What percentage of interactions turned out to be potentially inefficient, what percentage of people involved in an average interaction did not add value? 

Making decisions at the right level

In an exponential organization, the challenge is to determine exactly what decision makers - regardless of their company status - need to make good decisions and implement them effectively.

One of the most important skills of successful companies is therefore to enable decisions to be made in appropriate circles. The consideration of the decision type plays an important role in this. Big-bet decisions (e.g. a possible takeover) are rare but risky and have the potential to influence the entire future of the company. They are usually the responsibility of the top team and the board of directors. Cross-domain decisions (e.g. pricing decisions), occur more frequently and are made in cross-domain circles. Delegated decisions are the most frequent and comparatively low-risk. They are handled by one individual or a working team with limited input from others. 

With the help of beeBlum you can see how many and what kind of decisions have been delegated to other circles. For example, if a circle has delegated decisions to another circle very often, something must be wrong with the division of responsibility between these circles.



A better organizational design

By analysing the people involved in the decision-making process and their relationship to the circle making the decision, it is possible to determine the distance between coordination and context. By correlating distance and speed depending on the decision categories, it is possible to gain valuable insights into the effectiveness of the individual circles. 


With beeBlum, an organisation is successively designed that can make and execute decisions better and faster than the competition. The result is what managers always try to achieve and yet so rarely achieve: more performance.

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