Decision-Making Styles, Execution, and Accountability

Abstract

Over 40 years ago, Peter Drucker wrote, “Effective executives do not make a great many decisions. They concentrate on what is important … They know that the most time-consuming step in the process is not making the decision but putting it into effect” (Drucker, 1967). Drucker’s words hold true for most executives around the world, although the traditionally slow consensus-building practices of Japanese managers may not agree with the second half of his quote. We can say with conviction that the process of decision making (that is, how and when to decide) is still a critical leadership task. Furthermore, we believe that the decision-making process is greatly influenced not only by the organization’s culture, but also by national cultures and their unique contexts.

Consult them in affairs of the moment, then, when thou hast taken a decision, put thy trust in God.

—The Holy Quran, III, 159

Many people regard execution as detail work that’s beneath the dignity of a business leader. That’s wrong. To the contrary, it’s the leader’s most important job.

—Larry Bossidy

The ancient Romans had a tradition: whenever one of their engineers constructed an arch, as the capstone was hoisted into place, the engineer assumed accountability for his work in the most profound way possible: he stood under the arch.

—Michael Armstrong