final presentation- rapid
TRANSCRIPT
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RAPID(RECOMMEND, AGREE, PERFORM, INPUT & DECISION)
OUR REPORT IN“DECISION MAKING
ANALYSIS”(PROFESSOR ALLENDA)
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RAPID (Recommend, Agree, Perform, Input, and Decision)
OutlineOutline
I. Brief Introduction
II. Definition
III. Sample Problem
IV. Benefits and Trade-offs
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 1
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RAPID (Recommend, Agree, Perform, Input, and Decision)
“In business, every opportunity seized or missed is the
result of a decision that someone made or failed to
make. No matter how clever your company's
strategy is, if the right decisions aren't made
effectively - and executed quickly and consistently -
your business will lose ground.“
- Marcia Blenko and Paul Rogers
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 2
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Introduction for RAPID
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 3
LEADERSHIP
ROLES & STRUCTURE
PEOPLE
PROCESSES & SYSTEMS
CULTURE
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Introduction for RAPID
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 4
Lack of coordination Excessive Conflict Unclear Roles Poor work flow Reduced responsiveness Conflicting communications Low staff morale
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Introduction for RAPID
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 5
an acronym for the different roles people can have or the activities they take on during a decision-making process.
People can have more than one letter assigned to them.
The order of the letters is not important.
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Definition of RAPID
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 6
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Definition of RAPID
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 7
RECOMMEND
AGREE
PERFORM
INPUT DECIDE
Gather relevant factsand apply judgmentto recommend adecision or action
Formally approve a recommendation
Be accountable for making adecision happenonce made
Provide input to a recommendation
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Example of RAPID applied in Business Decision
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 8
Improve ABC Mall’s Parking area by:
Positions Decisions
Operations VP
Finance VP
Development VP
CEO Maintenance Manager
•Acquire Parking Ticket Machine
R A I D P
•Reconstruct, repaint Parking Area
I D R A P
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Example of Rapid applied in Business Decision
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po
Assumption College Sports Development
Positions Decisions
Coach Treasure’s office
Sports Complex
Head
Sr. Pesongco
CSC
• Scout for more athlete scholars
R A I D P
• Hire gym instructor I/P D R A
• Acquire more gym facilities
R D I/ P A
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Example of RAPID applied in Student/School Related Activities
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 9
Student Activities for Business week:
Positions/persons Decisions
Mr. Cruz Sr. Pesongco
Chair-persons/
Professors
Business Students
ASC/ Students Organization
•Allowing Business Students to have their business in side the campus
R D A I / P
•Have Business Talks for Business/ Non-business students
R D I P A
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Benefits of RAPID It helps give real accountability to the right people, but also setting useful boundaries.
Being clear about who is involved in a decision can also generate greater buy-in.
It helps organizations achieve their goals—more efficiently, and more effectively.
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 10
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Keys to benefit from RAPID
Understanding how the tool works
Figuring out what your organization needs from RAPID
Assessing whether the timing is right to introduce it.
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 11
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Side effects and trade-offs of RAPID
Trading a highly participatory decision-making culture for a faster and more efficient one.
It entails mapping how decisions are, and will be made.
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 12
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Side effects and trade-offs of RAPID
Making power explicit in this way can cause discomfort.
Trading ambiguity for transparency.
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 13
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Is this the right time & place for your org to use RAPD?
Is there a shared sense of frustration with decision-making across the organization?
Are the organization’s leaders personally ready for RAPID?
Can you allow enough time to decide how to decide?
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 14
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REFERENCES • http://www.bridgestar.org/Library/
RAPIDDecisionMaking.aspx• http://www.bain.com/bainweb/publications/
publications_detail.asp?id=25061&menu_url=publications_results.asp
• http://www.bridgespan.org/WorkArea/linkit.aspx?LinkIdentifier=id&ItemID=2980
M. Asi, K. Borbon, D. Goan, A. Matro, M. Pascual, and V. Po 15