Amongst classic business decisions we would find: - investment in a production plant, - increase in headcount,- price changes, - new positioning for a product, etc.

All these can be termed as “explicit decisions”. “Explicit decisions” are perceived as such and consequently gain access to available process resources meaning management time, process/approval framework, analytical support, risk assessment, cost/benefit calculation, sensitivity deliberations, etc.

Meanwhile other decisions are effectively made albeit due to their nature are not perceived as decisions and consequently, deprived of process resources”, end up being of a grossly sub-standard variety. I would term those decisions “implicit decisions”.

For example:- a decision on how much time we want to spend on idea/innovation generation, at any given time frame, and when should we proceed to firming up idea/implementation. - how much time should we allocate on individual verus group deliberations/analysis.- how much time we allocate time for re-assessment to leverage the “experience capital”.

It there an opportunity by upgrading some of those “implicit decision” to explicit league and by providing process resources improving their effectiveness?

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