Warren BuffettAnalytical perspectiveWB-P04PRODUCT ADVISORY COUNCIL
Avoid manufacturing reasons for a prior decision
Warren BuffettAnalytical perspectiveWB-P04The method
Avoid manufacturing reasons for a prior decision
Check whether a project follows a real opportunity or merely a leader’s preference, a competitor’s move or an available budget.
When to use it
- Resource-allocation discussions are already under pressure to favor a direction.
Ask yourself
- Without this budget or the leader’s preference, would we still propose the same project?
Put it into action
- Independently write down the do-nothing option and opposing evidence.
- Record key forecasts before choosing the direction; later check whether reasons were added merely to support the conclusion.
Keep these limits in mind
- This is an observation about organizational behavior, not proof that every response to a competitor is blind imitation.
- Suspicion alone cannot invalidate professional analysis; inspect its evidence and assumptions.