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Atif Rafiq - Decision Sprint: The New Way to Innovate into the Unknown and Move from Strategy to Action

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Atif has been at the center of Internet and digital disruption for over 20 years, building on 15 years of experience in pure play tech companies such as Amazon, where he led large scale, fast growing digital businesses.CNBC

Fearlessly delve into the unknown with breakthrough methods to put your company on the path to innovation, creativity, and growth.

Its no secret that steering a business has become dramatically more complex and uncertain in our modern era. Constant exploration of new territory by teams is the name of the game. Yet most companies are stuck with yesterdays approach to problem solving. Problem solving needs to be reinvented to meet todays challenges. The future of business depends on it.

Having reached the highest levels of the Fortune 500, digital disrupter Atif Rafiq has written Decision Sprint to pull the curtain back on the hidden management systems within your organization that impact how people think, collaborate, and make decisions.

Talent is vital to any companys advancement, but its the collaboration and problem solving systems that separate industry leaders from the rest. Systems designed to embrace unknowns are the quickest, most enduring way to foster growth, continuous innovation, and results. Learn how teams begin with upstream workthe phase of a promising idea or initiative where the unknowns predominateto problem solve anything, thus unlocking downstream actions from alignment to decision making to execution.

With Rafiqs guidance, youll overtake your competitors by moving upstream, embracing workflows that convert unknowns to clear recommendations, alignment, and action. In addition, youll receive direct advice from the CEOs/presidents of H&R Block, Volvo, Peacock, Restaurant Brands, Orange Theory Fitness, among othersand learn from in-depth case studies such as Amazons disruption of publishing, the massive digital transformation of McDonalds, the secret of launch of Apple Pay, Volvos push for sustainability, and more.

Dont just be ready for the next frontier of business, be continuously ready for the unknowns with Decision Sprint.

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Praise for DECISION SPRINT One of the greatest challenges of leadership is - photo 1

Praise for
DECISION SPRINT

One of the greatest challenges of leadership is choosing between speed and accuracy. Based on decades of experience at some of the worlds most successful organizations, Atif Rafiq has learned that this is a false choice. In this book, he presents a remarkably practical model for accelerating decisions without sacrificing quality.

Adam Grant, #1 New York Times bestselling author of Think Again and host of the TED podcast WorkLife

Atif Rafiqs Decision Sprint takes what successful leaders already knowthat to grow and innovate takes collective intelligenceand puts that playbook into your hands to capitalize on your most meaningful ideas and opportunities.

Jeffrey J. Jones II, President and CEO of H&R Block

At both Google and Peacock, Ive seen first hand how team-based problem solving is essential for success. Decision Sprint distills best practices into a guide that is both accessible and indispensable.

Kelly Campbell, President of Peacock and Direct to Consumer at NBC Universal

Atif is a well-known Silicon Valley innovator who helped modernize several Fortune 500 companies at pivotal junctions. Im glad hes taken the time to pen his methods so that more companies can build their great futures.

Dr. Vishal Sikka, former CTO of SAP, former CEO of Infosys, and Board Director of BMW and Glaxosmithkline

The bar for promising ideas has been raised in todays business environment. Every company needs a way to move faster and smarter on their most important ideas. Decision Sprint is the guide to make the leap from ideas to actionits perfect for this era of uncertainty and heightened expectations.

Adam Bain, former COO of Twitter

I have seen many great ideas not be executed. Decision Sprint captures the need for both upstream and downstream thinking, and provides an elegant solution to moving promising ideas to action.

John Bryant, former President, CEO, and Chairman of Kellogg Company

Copyright 2023 by Atif Rafiq All rights reserved Except as permitted under - photo 2

Copyright 2023 by Atif Rafiq. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher.

ISBN: 978-1-26-460986-4
MHID: 1-26-460986-8

The material in this eBook also appears in the print version of this title: ISBN: 978-1-26-460959-8, MHID: 1-26-460959-0.

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All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps.

McGraw Hill eBooks are available at special quantity discounts to use as premiums and sales promotions or for use in corporate training programs. To contact a representative, please visit the Contact Us page at www.mhprofessional.com.

TERMS OF USE

This is a copyrighted work and McGraw-Hill Education and its licensors reserve all rights in and to the work. Use of this work is subject to these terms. Except as permitted under the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may not decompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGraw-Hill Educations prior consent. You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited. Your right to use the work may be terminated if you fail to comply with these terms.

THE WORK IS PROVIDED AS IS. McGRAW-HILL EDUCATION AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. McGraw-Hill Education and its licensors do not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error free. Neither McGraw-Hill Education nor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom. McGraw-Hill Education has no responsibility for the content of any information accessed through the work. Under no circumstances shall McGraw-Hill Education and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages. This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise.

This book is dedicated to my father, Ahmad Choudhry Rafiq.

His one-man business in New York Citys Garment District planted seeds for everything Ive learned in business.

CONTENTS
INTRODUCTION

W hen it comes to an important initiative, idea, or problem space, companies need a new way forward.

Collaboration is no longer centered around the office, most problem-solving takes place at the team level, and the velocity of business challenges is only increasing (supply chain, energy, and financial market crisis are disruptive issues as Im writing this book).

Yet decision-making in companies is built for a different age that is long gone. Gone are the known commodities and the long, safe way of deciding what to do.

Existing know-how, stable workforces, and the fail-safe of command-and-control leaders whove been there and done that have given way. These past strengths have vanished, replaced by constant exploration of new territoryof the unknownby teams. Business needs a guide for these teams to navigate the unknown. Problem-solving needs to be reinvented for the modern era, and solving for unknowns is the key. Let me explain why the future of your company depends on it.

The short answer is the devil. In business, the devil doesnt wear Prada. He always appears in the form of unknowns and ambiguity. As leaders, we face new and unknown territory constantly yet struggle to make strategy actionable. One of the biggest challenges in business is to convert ambition, strategy, or intent into the right course of action. Its not enough to have a corporate purpose, strategic pillars, and a list of underlying initiatives or projects. A useful development in the business lexicon over the last decade has been the OKR, which stands for objective and key results. But somehow we forgot about the part in the middle. How do weleaders and teamstraverse the space between objective and results? Thats the hard part. A world of unknowns will always characterize anything big or meaningful. And a large, unsorted pile of unknowns is exactly what makes it hard to lift off. Without a method to address unknowns, our work can feel like operating in kryptonite.

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