Читать книгу The Digital Big Bang - Phil Quade - Страница 30

A key capability often missing in an organization's ability to execute at speed is its ability to prioritize. Although in our world, many if not most things seem to be equally critical, the reality is that there is always a pecking order and prioritization of action and attention, and recognizing that is crucial to making smart, informed, and rational decisions that enable speed. As an operational leader, you should always have these three priority lists on hand, updated, and ready to use in your decision-making process:

 Critical Asset Protection Priorities. These are the assets, systems, processes, or functions that run your business. If you had only $100.00 to spend, what would you spend it on? This discussion should be inclusive of your business to ensure you understand what it takes to go to market, what enables your business to operate, and what key assets hold the most value to your company.

 Risk Prioritization. This list is all about your focus. What projects are most critical to resolve your value-at-risk? Where can you deprioritize to affect other priorities, and where can you move resources to scale faster?

 Urgent Action Defense Protocols. These are pre-negotiated/decided actions for when things go wrong. In layman's terms, which part of the body can I cut off to save the head? When catastrophic issues occur, timely decisions are necessary to prevent further catastrophe. Who can order the shutdown of a business line, and when? What thresholds require automatic action, such as turning a data center dark? Who has the authority to call law enforcement if needed? The most critical part is to get these hard-to-make decisions on paper, including what would trigger them, and ensure agreement across the entirety of the business on how to execute them.