FY-005
We are making decisions faster, but I am not sure they are better decisions.
What is the right speed for this decision?
AI can reduce the time required to gather information, consider alternatives, and recommend action.
That can remove delays that have slowed organizations down.
But faster is not automatically better.
A useful question is:
What would we lose by deciding faster, and what would we lose by waiting?
Some delay is waste.
Some allows time for evidence, challenge, coordination, judgment, or control.
The issue may not be decision speed itself.
It may be whether the speed of the decision fits the situation.
A decision made too slowly can increase cost, risk, or lost opportunity.
A decision made too quickly can bypass context or judgment that matters.
The real question becomes:
Are we making the decision at the speed the situation requires?
The goal is not maximum speed.
It is the right speed for the situation.
AIMT describes this as appropriate organizational latency.
The objective is to remove unnecessary delay while preserving the time that protects or creates value.
As AI makes information and recommendations available faster, delays may simply move elsewhere: management attention, authority, escalation, coordination, or execution.
Choose one recurring decision that AI has helped accelerate. Look at what changed:
What delay was removed?
What judgment or control still needs time?
What happens if the decision is late?
What happens if it is made too early?
Can the organization act as quickly as it can now decide?
If speed improved but decision quality, execution, or outcomes did not, that is useful information about where the real constraint may be.