Executives don’t make a large number of decisions, nor do they change them overnight. On the contrary, they aim to make

effective decisions—those grounded in the deepest possible understanding of the organization’s principles and core values.

Effective decisions are often made not simply to solve a problem, but to address a strategic issue. Accordingly, making decisions quickly

is not the ambition of accomplished executives. Instead, their decisions should address issues with multiple variables and

be accompanied by mechanisms and methods for putting them into action.

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Decision and Risk:

Every decision involves some kind of risk. But the presence of risk should not deter us from taking action and moving forward. To overcome

the fear of risk and make decisions effective, senior executives make sure their decisions are put into practice and implemented.

What is the point of a decision that has yet to be implemented? None at all. An unimplemented decision is nothing more than a good intention. Moreover, a decision that is not put into

action can cost a company dearly—including the time wasted considering and making it. That said, this does not mean we should rush to apply

and implement different decisions. Rather, we should take time to think, examine the issue at hand from every angle, make the right decision, and then begin,

Directly, in its application.

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What kind of problems are we facing?

A decision is made to address a problem and try to solve it—but in a strategic way that not only eliminates the problem, but also prevents similar problems from arising

again. But the CEO must identify the kind of problem they are facing: Is it a systemic problem, or an isolated, exceptional one?

Classifying problems matters because the decisions we make vary depending on the problems being addressed and the efforts to solve them. There is also something

we should bear in mind when classifying the problems we face: systemic problems give rise to individual ones. This means it is important

Address the problem as a whole rather than focusing efforts on individual issues.

A general problem often becomes apparent when we evaluate the group’s work over a period of several months, allowing us to identify areas where things are going wrong.

An exceptional problem, on the other hand, may truly be unique: once it is properly addressed and an effective decision is made, it may disappear forever—or it may mark the beginning of

a new series of general problems. This possibility should therefore be kept in mind and considered carefully.

In light of this approach, and taking into account the insights of Peter Drucker, the renowned management expert, recognizing the problem and identifying where things are going wrong is the first step

toward making an effective decision.