Article by Phil Rosenzweig in McKinsey Quaterly: “The growing power of decision models has captured plenty of C-suite attention in recent years. Combining vast amounts of data and increasingly sophisticated algorithms, modeling has opened up new pathways for improving corporate performance.1 Models can be immensely useful, often making very accurate predictions or guiding knotty optimization choices and, in the process, can help companies to avoid some of the common biases that at times undermine leaders’ judgments.
Yet when organizations embrace decision models, they sometimes overlook the need to use them well. In this article, I’ll address an important distinction between outcomes leaders can influence and those they cannot. For things that executives cannot directly influence, accurate judgments are paramount and the new modeling tools can be valuable. However, when a senior manager can have a direct influence over the outcome of a decision, the challenge is quite different. In this case, the task isn’t to predict what will happen but to make it happen. Here, positive thinking—indeed, a healthy dose of management confidence—can make the difference between success and failure.
Where models work well
Examples of successful decision models are numerous and growing. Retailers gather real-time information about customer behavior by monitoring preferences and spending patterns. They can also run experiments to test the impact of changes in pricing or packaging and then rapidly observe the quantities sold. Banks approve loans and insurance companies extend coverage, basing their decisions on models that are continually updated, factoring in the most information to make the best decisions.
Some recent applications are truly dazzling. Certain companies analyze masses of financial transactions in real time to detect fraudulent credit-card use. A number of companies are gathering years of data about temperature and rainfall across the United States to run weather simulations and help farmers decide what to plant and when. Better risk management and improved crop yields are the result.
Other examples of decision models border on the humorous. Garth Sundem and John Tierney devised a model to shed light on what they described, tongues firmly in cheek, as one of the world’s great unsolved mysteries: how long will a celebrity marriage last? They came up with the Sundem/Tierney Unified Celebrity Theory, which predicted the length of a marriage based on the couple’s combined age (older was better), whether either had tied the knot before (failed marriages were not a good sign), and how long they had dated (the longer the better). The model also took into account fame (measured by hits on a Google search) and sex appeal (the share of those Google hits that came up with images of the wife scantily clad). With only a handful of variables, the model did a very good job of predicting the fate of celebrity marriages over the next few years.
Models have also shown remarkable power in fields that are usually considered the domain of experts. With data from France’s premier wine-producing regions, Bordeaux and Burgundy, Princeton economist Orley Ashenfelter devised a model that used just three variables to predict the quality of a vintage: winter rainfall, harvest rainfall, and average growing-season temperature. To the surprise of many, the model outperformed wine connoisseurs.
Why do decision models perform so well? In part because they can gather vast quantities of data, but also because they avoid common biases that undermine human judgment.2 People tend to be overly precise, believing that their estimates will be more accurate than they really are. They suffer from the recency bias, placing too much weight on the most immediate information. They are also unreliable: ask someone the same question on two different occasions and you may get two different answers. Decision models have none of these drawbacks; they weigh all data objectively and evenly. No wonder they do better than humans.
Can we control outcomes?
With so many impressive examples, we might conclude that decision models can improve just about anything. That would be a mistake. Executives need not only to appreciate the power of models but also to be cognizant of their limits.
Look back over the previous examples. In every case, the goal was to make a prediction about something that could not be influenced directly. Models can estimate whether a loan will be repaid but won’t actually change the likelihood that payments will arrive on time, give borrowers a greater capacity to pay, or make sure they don’t squander their money before payment is due. Models can predict the rainfall and days of sunshine on a given farm in central Iowa but can’t change the weather. They can estimate how long a celebrity marriage might last but won’t help it last longer or cause another to end sooner. They can predict the quality of a wine vintage but won’t make the wine any better, reduce its acidity, improve the balance, or change the undertones. For these sorts of estimates, finding ways to avoid bias and maintain accuracy is essential.
Executives, however, are not concerned only with predicting things they cannot influence. Their primary duty—as the word execution implies—is to get things done. The task of leadership is to mobilize people to achieve a desired end. For that, leaders need to inspire their followers to reach demanding goals, perhaps even to do more than they have done before or believe is possible. Here, positive thinking matters. Holding a somewhat exaggerated level of self-confidence isn’t a dangerous bias; it often helps to stimulate higher performance.
This distinction seems simple but it’s often overlooked. In our embrace of decision models, we sometimes forget that so much of life is about getting things done, not predicting things we cannot control.
Improving models over time
Part of the appeal of decision models lies in their ability to make predictions, to compare those predictions with what actually happens, and then to evolve so as to make more accurate predictions. In retailing, for example, companies can run experiments with different combinations of price and packaging, then rapidly obtain feedback and alter their marketing strategy. Netflix captures rapid feedback to learn what programs have the greatest appeal and then uses those insights to adjust its offerings. Models are not only useful at any particular moment but can also be updated over time to become more and more accurate.
Using feedback to improve models is a powerful technique but is more applicable in some settings than in others. Dynamic improvement depends on two features: first, the observation of results should not make any future occurrence either more or less likely and, second, the feedback cycle of observation and adjustment should happen rapidly. Both conditions hold in retailing, where customer behavior can be measured without directly altering it and results can be applied rapidly, with prices or other features changed almost in real time. They also hold in weather forecasting, since daily measurements can refine models and help to improve subsequent predictions. The steady improvement of models that predict weather—from an average error (in the maximum temperature) of 6 degrees Fahrenheit in the early 1970s to 5 degrees in the 1990s and just 4 by 2010—is testimony to the power of updated models.
For other events, however, these two conditions may not be present. As noted, executives not only estimate things they cannot affect but are also charged with bringing about outcomes. Some of the most consequential decisions of all—including the launch of a new product, entry into a new market, or the acquisition of a rival—are about mobilizing resources to get things done. Furthermore, the results are not immediately visible and may take months or years to unfold. The ability to gather and insert objective feedback into a model, to update it, and to make a better decision the next time just isn’t present.
None of these caveats call into question the considerable power of decision analysis and predictive models in so many domains. They help underscore the main point: an appreciation of decision analytics is important, but an understanding of when these techniques are useful and of their limitations is essential, too…”