Strategic Decisions
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Strategic decisions are important for businesses and shape their future prospects. Making good decisions can be difficult due to organizational complexity with many conflicting parties, individual differences, and analytical complexity with many interconnected factors, alternatives, and criteria to consider. There is also uncertainty around dynamics and outcomes. Facilitative leadership and rigorous decision analysis processes can help organizations navigate these challenges to make well-informed choices.
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A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
The Leadership Capital index by Dave Ulrich
The document discusses leadership capital and how measuring leadership can help determine a company's market value. It introduces the Leadership Capital Index as a tool to help investors assess leadership confidence from 5% to 30-40%. The index has two domains - individual leader competencies and organizational human capital systems. Each domain contains elements that can be measured through interviews, surveys, and observations. Metrics are provided to evaluate factors like a leader's personal proficiency, strategic abilities, talent management skills, and an organization's culture, accountability, and information processes. The goal is to help investors better understand and value the intangible asset of leadership.
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Positioning Your RDO for the Future: Executive Director Training
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Strategic Decisions
- 2. What is a Decision?
- 6. Manufacturing & DistributionPORTFOLIO MANAGEMENT NEW VENTURES R&D PRIORITIES CAPITAL INVESTMENT
- 7. Decisions and Outcomes ACTIONS FUTURE PROSPECTS PREFERENCES UNCERTAINTY Decisions Shape the Future
- 9. Many parties in conflict
- 10. Individual and organizational differences
- 11. Values, desires, and motivation
- 15. Degrees of power and resources
- 17. Dynamics
- 21. Many parties in conflict
- 22. Individual and organizational differences
- 23. Values, desires, and motivation
- 27. Degrees of power and resources
- 29. Dynamics
- 32. Multiple, interrelated decision criteria