Strategic Decision Making

A Discovery-Led Approach to Critical Choices in Turbulent Times

Simon Haslam, Ben Shenoy

• Éditeur: Kogan Page
• Année: 2018
• ISBN:
  9780749472610
• Édition: 1
• Sujet: Business
• Sous-sujet: Decision Making

Making strategic decisions is a fundamental skill for leaders and managers. However, in a business environment that is in a constant state of change, making strategic decisions has never been more difficult. Strategic Decision Making addresses this challenge by providing a framework that can be used to make sound decisions in an uncertain world. Structured around the core concepts of framing, experimenting and scaling, this book will ensure that efforts are focused where the need is greatest, that interventions are tested, evaluated and revised if necessary and that successful initiatives are effectively rolled out across the business.Packed with real world examples and backed up by academic research, Strategic Decision Making will allow today's leaders and the leaders of tomorrow to make successful and defensible business choices. It shows how to: avoid decision-making bias, overcome organizational inertia, manage the difficulties of rigid organizational structures and avoid being side tracked by outdated or irrelevant experience. Essential reading for business practitioners and management students alike, this comprehensive guide provides a robust approach to achieving strategic success.

Index

Note: bold page numbers indicate figures.

20-second rule 193

a-rational decision-making 58

Abilene paradox 77–78

ability of individuals 71

Achor, Shawn 193

adaptation model of innovation 125

affect heuristic 75–76

agile strategy 99–101, 163–64

agreement, inability to manage 77–78

Airbnb 16

Alessi 133

Alibaba 65–66

Allen, J 182–83, 186, 187

Aloft Hotels Worldwide 162–63

Amazon 25, 162, 167

analogies 151–53

analytical models see classic strategic planning

anchoring 53

andon cord 151

Angelastro, Mario 15

Ansoff matrix 26–27

antifragile enterprises 18

assumptions, hidden 170

attribution bias 90

authority 230–31

automation

decision-making 49–50, 222

middle-out decisions 102

Axiom 17

Baader-Meinhof phenomenon 148–49

Bacon, Francis 171

bad news, bias towards 76–77

Bandura, Albert 191

banks 21–22

base-rate neglect 55

batteries 15

‘becoming’, p...

Table des matières

• Cover
• Title Page
• Copyright
• Contents
• About the authors
• Acknowledgements
• Introduction: Why strategic decision making needs to become discovery-led
• 01 The world is changing, but we don’t always see it
• 02 Organizational inertia: Why enterprises find it difficult to change
• 03 Top-down decisions
• 04 Middle-out decisions
• 05 Discovery-led decision making
• 06 Mode I: Framing
• 07 Mode II: Experimenting
• 08 Mode III: Scaling
• 09 Implications for organizations
• 10 The force that is you
• Index
• Backcover