Martín Gil Strategy & IntelligenceMARTÍN GIL STRATEGY & INTELLIGENCE
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Martín Gil Strategy · Executive Resources · ET-011

Decision support tool

Management Committee Preparation

Make every management meeting produce decisions rather than repeated discussion.

Turn the management agenda into decisions, owners, deadlines and verifiable follow-up.

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Editable XLSX file compatible with Excel, Numbers and Google Sheets.

On iPhone: tap “Download”, not “View”, then open the file in Apple Numbers to edit it without Microsoft 365. Safari Quick Look may not represent the workbook correctly.

When to use itBefore a management meeting that must resolve decisions rather than only exchange information.
What to prepareAgenda, pending decisions, supporting data, proposals, owners, deadlines and previous agreements.
What you will obtainDistinguish information items from decisions and actions requiring ownership.

What problem it helps solve

Turn the management agenda into decisions, owners, deadlines and verifiable follow-up.

Questions to answer before deciding

  • What decision must the committee make?
  • What facts support the discussion?
  • What viable alternatives exist?
  • What course of action is proposed and why?
  • What is the cash, margin or investment effect?

How the result is interpreted

The 0–100 result is calculated only from confirmed rows. Document completeness is shown separately so that a completed worksheet is not confused with a favourable decision.

What it does not replace

The tool structures a decision. It does not replace financial, legal, tax, technical or human review when specialist verification is required.

User guide

How to use the tool

1

Define the scope

Specify the decision or situation being assessed.

2

Record evidence

Use verifiable data and documents.

3

Score from 1 to 5

Use one consistent and justified scale.

4

Close with accountability

Assign a condition and owner before confirming a row.

Within the framework

Execute

This tool forms part of the MGS Strategic Intelligence Framework™ and should be interpreted together with evidence, limits and the review mechanism.

Further reading

  1. Porter, M. E. (1980). Competitive Strategy. Free Press.
  2. Porter, M. E. (1985). Competitive Advantage. Free Press.
  3. Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Free Press.
  4. Kaplan, R. S. y Norton, D. P. (1996). The Balanced Scorecard. Harvard Business School Press.
  5. Christensen, C. M. (1997). The Innovator’s Dilemma. Harvard Business School Press.

Review methodology criteria, scoring and limitations.

Next step

When the tool identifies material exposure

Convert material gaps into a decision question, a verifiable scope and an expected outcome.

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