Five years ago Forrester Research conducted a study of more than a thousand CEOs and senior executives across the United States, to understand how confident they felt about the single most important part of their jobs – making the big decisions; the decisions that change the direction and course of their organisations and everyone working in them.

The results were not encouraging:

• Ninety three percent believed they routinely received information that was fragmented, inconsistent, incomplete and/or inaccurate; and

• Sixty three percent felt unable to make the right strategic decisions because of poor underling information.

More alarming even than that however, were the 45 percent who believed they had either made or were certain to make wrong decisions based on poor information and lack of visibility. Unfortunately, not much has improved in the five years since that research.

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