No decision is the worst decision

Decisions aren’t always easy to make, nor are they always easy to implement. Times change, new opportunities emerge, and these are usually a solid platform for making more drastic – and profitable – changes.

When new tools and workflows emerge offering potential revenue and efficiency increases, the major part of the responsibility to decide upon a solution and implementing is vested in management.

Henry Ford once said:

“If you need a machine and don’t buy it, then you will ultimately find that you have paid for it and don’t have it.”

The message clearly is that if you need new tools and don’t purchase them, you end up paying for them by not making the money you otherwise would. In other words, the decision not to make a decision can be just as costly as choosing to optimise your business. So why doesn’t everyone simply do so straightaway?

Choosing not to choose

At TimeLog, we sometimes find that companies book weeks or months of employee resources for market research into time registration and project management, and in the end only to reach a decision not to make a decision, i.e. maintain the status quo. Their choice, of course, but shouldn’t the decision to effect change result in change? After all, the project was initiated for a reason.

No matter which tool you select for the job, it will probably add some value to your business, as management software today is generally of a high standard. Building on the Henry Ford metaphor, a professional tool will help improve the power, stability and life of any company engine.

So if your company decides to implement a professional management tool for your projects, and then discards it, Henry Ford – and we here at TimeLog – believe that the costs of not following through are ultimately more costly than not making a choice at all.

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