Executive & Strategy
Organisational decision log and retrieval
Maintain a searchable record of significant decisions — what was decided, why, what was rejected, and by whom — and let people retrieve the reasoning behind a past decision in plain language.
30–50%
reduction in time spent rediscovering past decisions
Opportunity assessment
Minor improvement. Small efficiency gain with limited effect on overall turnover or bottom line.
Relatively straightforward. Off-the-shelf tools handle the core task. Implementation is well-understood with good examples to follow.
Moderate data needs. Works with data most businesses hold, but will likely need consolidation, cleaning, or reformatting before use.
Low risk. Limited external exposure. A human reviews output before it reaches anyone outside the team.
Moderate people impact. Part of someone's working day changes. Requires training and some adjustment time, but roles remain broadly the same.
Tooling required
Things to consider
Organisations relitigate settled decisions constantly because the reasoning left with the people who made it. Capturing the rejected options is as valuable as capturing the choice.
The discipline of logging is the hard part, not the retrieval. Attach it to an existing ritual — the end of a board or executive meeting — rather than creating a new process nobody maintains.
Access control needs thought. Decision rationale often includes commercially sensitive or people-related context that should not be broadly searchable.
Experiment starter: Log decisions from one executive forum for a quarter, including rejected options. Then ask three people to use it to answer a question they would otherwise have escalated, and record whether it saved the escalation.
Go deeper in the playbook
Section — Opportunity Identification, including the AI Opportunity Assessment ScorecardSection — The Experimentation FrameworkThis is an augmentation opportunity — see the relevant playbook section for how to approach it.More in Executive & Strategy
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AI Transformation Playbook
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