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Why Strategic Decision Making Goes Wrong
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Why Strategic Decision Making Goes Wrong

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The decision making processes of business and government have changed little over the past 200 years, but technology has advanced, the world got connected, businesses are now networked, and everything ...

The decision making processes of business and government have changed little over the past 200 years, but technology has advanced, the world got connected, businesses are now networked, and everything is moving faster. Making decisions in a ‘slow environment’ is far easier and far simple than a fast one, and today the ‘starting conditions’ and assumptions are highly unlikely to be fixed or stable for long.

It is no longer sufficient to identify the 3 most important parameters to work as a close approximation to the truth. It is also insufficient to rely on past experience and intuition. We have moved into the non-linear domain with 10s or even 100s of variables to consider. Not only do the old way and methods not work, they are downright dangerous, and often with disastrous consequences.

No military commander would plan a battle without attention to detail, comprehensive modeling, and gaming the situation to assess risk. But in government and business managers do just that, they still rely upon the knee jerk reaction, intuition, and past experiences!

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    Why Strategic Decision Making Goes Wrong Why Strategic Decision Making Goes Wrong Presentation Transcript

    • Why Strategic Decision Making Goes Wrong in companies & government Peter Cochrane COCHRANE a s s o c i a t e s cochrane.org.uk ca-global.biz Monday, 26 August 13
    • * An incomplete understanding * Dynamic data/information * Unappreciated complexity * Unintended consequences * Changing environment * Misplaced motivation * Management hubris * Personal reward * The unexpected * Novel situation * Short termism * Inexperience * Short termism * + + + + + + + + + Monday, 26 August 13
    • C O M P A N I E S A R E AWASH WITH DATA Monday, 26 August 13
    • C O M P A N I E S A R E AWASH WITH DATA ...thas is stored.. ...and may be examined Monday, 26 August 13
    • ...and specific features extracted Monday, 26 August 13
    • ...to be discussed at length Monday, 26 August 13
    • ...and identifiable parameters classified Monday, 26 August 13
    • . . . t o c re a t e reasonable & sensible options Monday, 26 August 13
    • ...and by far the most popular method or technique for choosing ? I n t u i t i o n ! Monday, 26 August 13
    • ...This often seems to work well in the short term, but then turns into a long term failure - often with dire consequences! Monday, 26 August 13
    • And worse, the impact then spreads across the entire company ! Monday, 26 August 13
    • C O M P A N I E S A R E AWASH WITH DATA How come Monday, 26 August 13
    • ...and ancient m a n a g e m e n t m e t h o d s n o longer work Everything and everyone is now connected The world is no longer a simple, linear, well b e h av e d a n d w e l l understood place It all got complex, dynamic and non-linear ! Monday, 26 August 13
    • In a non-linear and chaotic world a minor error can result in a very big outcome.... So what is needed and what should we be doing ? Monday, 26 August 13
    • An effective model of the company and market is a m i n i m u m requirement Monday, 26 August 13
    • F I N D I N G T H E RIGHT DATA IS VITAL Monday, 26 August 13
    • Take into account the stochastic nature of business and the rate of informational change Monday, 26 August 13
    • Build a computer model - conduct Monte Carlo simulations for all scenarios many many times to reduce the variance & the overall risk to some level of acceptability σ Monday, 26 August 13
    • ...thereby reducing risk and chance even further Monday, 26 August 13
    • W A R G A M E Every aspect and area of doubt around the core values identified by the computer model..... .test and check... ..test and check... ...test and check... Monday, 26 August 13
    • Press GO and then mitigate the risk in real time by feeding actuality back into the model as decisions are enacted... ...the change you invoke will change the environment and the optima of the model.....which will dynamically move in near real time... Monday, 26 August 13
    • GO Starting Conditions Output/ Change Continuous output/change feedback to m o d i f y t h e initial/starting conditions of the model Monday, 26 August 13
    • Complexity dictates that we ‘navigate’ our way through a rapidly changing environment.... ...continual mid course corrections are the new norm Monday, 26 August 13
    • As of today this is the best the military and business can do! Monday, 26 August 13
    • The future will be different ca-global.biz cochrane.org.uk COCHRANE a s s o c i a t e s Our machine dependence will grow as our intuition increasingly fails to account for complexity... Monday, 26 August 13