๐๐ผ๐ ๐ฐ๐ฎ๐ป ๐๐ผ๐ ๐ถ๐บ๐ฝ๐ฟ๐ผ๐๐ฒ ๐๐ผ๐๐ฟ ๐ฑ๐ฒ๐ฐ๐ถ๐๐ถ๐ผ๐ป-๐บ๐ฎ๐ธ๐ถ๐ป๐ด?
In a 2015 letter to stakeholders, Jeff Bezos classified decisions into two types:
๐ญ. ๐ข๐ป๐ฒ-๐๐ฎ๐ ๐ฑ๐ผ๐ผ๐ฟ๐ (๐ง๐๐ฝ๐ฒ ๐ญ ๐ฑ๐ฒ๐ฐ๐ถ๐๐ถ๐ผ๐ป๐) 
. These are decisions that are impossible or very costly to reverse. Examples include mergers, significant investments, or strategic shifts. With this decision, we must proceed carefully and analyze it properly.
๐ฎ. ๐ง๐๐ผ-๐๐ฎ๐ ๐ฑ๐ผ๐ผ๐ฟ๐ (๐ง๐๐ฝ๐ฒ ๐ฎ ๐ฑ๐ฒ๐ฐ๐ถ๐๐ถ๐ผ๐ป๐) 
. These decisions are easy to reverse and allow us to experiment quickly. This category includes experiments, minor process changes, or small product features. What usually happens is that we get stuck in large discussions about such decisions, which leads to slow progress and stagnation.
How we can proceed with decision-making properly is to ask ourselves, "๐๐ด ๐ต๐ฉ๐ช๐ด ๐ฅ๐ฆ๐ค๐ช๐ด๐ช๐ฐ๐ฏ ๐ณ๐ฆ๐ท๐ฆ๐ณ๐ด๐ช๐ฃ๐ญ๐ฆ" If yes, we should proceed fast and implement it with 70% of the desired information we have.
We don't want to have a one-size-fits-all decision-making process but the opportunity to know which decisions we should spend more time on and which ones should be fast to make. By fostering a "Day 1" culture, companies can remain competitive, innovative, and responsive to customer needs.
This process allows teams closest to the information to act quickly. ๐ง๐ฟ๐๐๐๐ถ๐ป๐ด ๐ฒ๐บ๐ฝ๐น๐ผ๐๐ฒ๐ฒ๐ ๐๐ผ ๐บ๐ฎ๐ธ๐ฒ ๐ง๐๐ฝ๐ฒ ๐ฎ ๐ฑ๐ฒ๐ฐ๐ถ๐๐ถ๐ผ๐ป๐ ๐ฒ๐ป๐ฐ๐ผ๐๐ฟ๐ฎ๐ด๐ฒ๐ ๐ผ๐๐ป๐ฒ๐ฟ๐๐ต๐ถ๐ฝ ๐ฎ๐ป๐ฑ ๐ฎ๐ฐ๐ฐ๐ฒ๐น๐ฒ๐ฟ๐ฎ๐๐ฒ๐ ๐ฝ๐ฟ๐ผ๐ด๐ฟ๐ฒ๐๐.
Remember that not every experiment will succeed, but each offers valuable lessons. A culture that views failure as an important step to innovation will have a bright future.
. These are decisions that are impossible or very costly to reverse. Examples include mergers, significant investments, or strategic shifts. With this decision, we must proceed carefully and analyze it properly.
๐ฎ. ๐ง๐๐ผ-๐๐ฎ๐ ๐ฑ๐ผ๐ผ๐ฟ๐ (๐ง๐๐ฝ๐ฒ ๐ฎ ๐ฑ๐ฒ๐ฐ๐ถ๐๐ถ๐ผ๐ป๐) . These decisions are easy to reverse and allow us to experiment quickly. This category includes experiments, minor process changes, or small product features. What usually happens is that we get stuck in large discussions about such decisions, which leads to slow progress and stagnation.
How we can proceed with decision-making properly is to ask ourselves, "๐๐ด ๐ต๐ฉ๐ช๐ด ๐ฅ๐ฆ๐ค๐ช๐ด๐ช๐ฐ๐ฏ ๐ณ๐ฆ๐ท๐ฆ๐ณ๐ด๐ช๐ฃ๐ญ๐ฆ" If yes, we should proceed fast and implement it with 70% of the desired information we have.
We don't want to have a one-size-fits-all decision-making process but the opportunity to know which decisions we should spend more time on and which ones should be fast to make. By fostering a "Day 1" culture, companies can remain competitive, innovative, and responsive to customer needs.
This process allows teams closest to the information to act quickly. ๐ง๐ฟ๐๐๐๐ถ๐ป๐ด ๐ฒ๐บ๐ฝ๐น๐ผ๐๐ฒ๐ฒ๐ ๐๐ผ ๐บ๐ฎ๐ธ๐ฒ ๐ง๐๐ฝ๐ฒ ๐ฎ ๐ฑ๐ฒ๐ฐ๐ถ๐๐ถ๐ผ๐ป๐ ๐ฒ๐ป๐ฐ๐ผ๐๐ฟ๐ฎ๐ด๐ฒ๐ ๐ผ๐๐ป๐ฒ๐ฟ๐๐ต๐ถ๐ฝ ๐ฎ๐ป๐ฑ ๐ฎ๐ฐ๐ฐ๐ฒ๐น๐ฒ๐ฟ๐ฎ๐๐ฒ๐ ๐ฝ๐ฟ๐ผ๐ด๐ฟ๐ฒ๐๐.
Remember that not every experiment will succeed, but each offers valuable lessons. A culture that views failure as an important step to innovation will have a bright future.
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