Blowing a hole in PowerPoint

After two years of earning my MBA, I vowed to do everything I could to avoid being associated in any way, shape, or form with PowerPoint.

I am partially convinced one of the primary reasons I became a commission commercial real estate broker was to avoid the endless barrage of PowerPoint presentations that seems to go hand-in-hand with corporate life.

I just finished this fantastic piece from the Armed Forces Journal written by retired Marine T.X. Hammes. The title of the article is Dumb-dumb Bullets.

Some of the highlights from the article:

Every year, the services spend millions of dollars teaching our people how to think. We invest in everything from war colleges to noncommissioned officer schools. Our senior schools in particular expose our leaders to broad issues and historical insights in an attempt to expose the complex and interactive nature of many of the decisions they will make.

Unfortunately, as soon as they graduate, our people return to a world driven by a tool that is the antithesis of thinking: PowerPoint. Make no mistake, PowerPoint is not a neutral tool — it is actively hostile to thoughtful decision-making. It has fundamentally changed our culture by altering the expectations of who makes decisions, what decisions they make and how they make them.

......PowerPoint has clearly decreased the quality of the information provided to the decision-maker, but the damage doesn’t end there. It has also changed the culture of decision-making. In my experience, pre-PowerPoint staffs prepared two to four decision papers a day because that’s as many as most bosses would accept. These would be prepared and sent home with the decision-maker and each staff member that would participate in the subsequent discussion. Because of the tempo, most decision-makers did not take on more than three or four a day simply because of the requirement to read, absorb, think about and then be prepared to discuss the issue the following day. As an added benefit for most important decisions, they “slept on it.”

PowerPoint has changed that. Key decision-makers’ days are now broken down into one-hour and even 30-minute segments that are allocated for briefs. Of particular concern, many of these briefs are decision briefs. Thus senior decision-makers are making more decisions with less preparation and less time for thought. Why we press for quick decisions when those decisions will take weeks or even months to simply work their way through the bureaucracy at the top puzzles me. One of the critical skills in decision making is making the decision cycle and method appropriate to the requirements. If a decision takes weeks or months to implement and will be in effect for years, then a more thoughtful process is clearly appropriate.