The Decision Economy
For decisions aimed at driving revenue growth, leaders estimate that acting sooner would have lifted outcomes by about 10%. The effect is felt most strongly in larger mid-tier firms, where delays are longer and leaders believe revenue outcomes could have been more than 10% higher had decisions been quicker. For cost efficiency decisions, firms generally targeted about 11% savings and achieved just over 10%; leaders think faster action would have improved those results by an additional 10% as well. Delays also affect wider performance, around 60% of leaders believe faster decisions would have improved innovation, profitability and productivity, in their firms. Roughly half noted that slow decision-making had hindered staff retention or training efforts, reflecting the knock-on effects of prolonged uncertainty and deferred initiatives. THE COST OF DECISION DELAY The Performance Penalty
Faster Decisions, Improved Outcomes We asked mid‑level leaders where making decisions earlier could have led to better people, capability, and commercial outcomes
People & capability
Staff training Staff retention Business resilience
56% 48% 59%
Performance & commercial
Business productivity or profit margins Innovation Additional costs avoided
62% 59% 55%
* respondents could select multiple responses
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