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Decision Making

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Understanding Scenario Thinking: Global Strategy and Local Execution | Fernando Salvetti | Founder and a Managing Partner | Logos Knowledge Network

This document is the soft copy of the presentation by Fernando Salvetti.

Nowadays, decision-making and business development has become far more complex than ever before, taking place in a fast changing, highly uncertain knowledge-driven environment where values, behaviors, and social structures are no longer as stable and predictable as they were.Scenario Thinking is a powerful methodology to enable executives to anticipate change and incorporate uncertainty into the decision making process. With a relevant cultural and geo-political acumen, thanks to Fernando's global footprint.

What will you learn?

  • Dynamic scenarios: Examples and key-findings.
  • Systems thinking: A powerful methodology.
  • Incorporating uncertainty into the decision making process.
  • Executing locally a global strategy.

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How to make decisions under uncertainty and future flexibility - analyzing options, alternatives and choices using market based principles

This document is the soft copy of the presentation by Gill Eapen. In this webinar we will learn about Principles of economic valuation of decisions, the role of uncertainty and flexibility in decision-making,difference between decision options and traditional finance and how to implement a new decision process in complex organizations.

 

What you will learn:
  • Principles of economic valuation of decisions
  • The role of uncertainty and flexibility in decision-making
  • Difference between decision options and traditional finance
  • How to implement a new decision process in complex organizations


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The Principles of Business Agility: Understanding the Gap between Perception and Reality in Business

This document is the soft copy of the presentation by David Siegel. In this webinar we will learn the definition of business agility, business myths,why you should do experiments rather than strategic planning and systems for thinking and making decisions.

 

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Main topic covered:

  • The definition of business agility
  • Business myths you are holding onto
  • Why you should do experiments rather than strategic planning
  • Systems for thinking and making decisions


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What Can CEOs Learn from Prophet Muhammad (pbuh) | Wali Zahid CEO, Skill City

In This presentation Mr. Wali highlights What Can CEOs Learn from Prophet Muhammad (pbuh). You are a CEO. How you run your business and make decision is based on your intuition and some Western leadership models. Ever wondered how the Prophet Muhammad (saw) did his job as CEO? And how could you do yours based on the models (uswa) he provided.

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Scenario Planning and Decision Making | Dr. Paul J. H. Schoemaker (Research Director of
the Marc Center for Technological Innovation Wharton School University of Pennsylvania)

This document is the soft copy of the presentation by Dr. Paul J. H. Schoemaker. In this presentation, Dr. Shoemaker talks about the concept of peripheral vision where a person or organization has to keep an eye on the whole environment while focusing on particular assignment or task. It is always crucial to scan the whole picture and ensure to avoid any danger or threat that may appear. You’ll also learn what are the important factors to keep in mind while making a strategic decision.

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Linking Scenario Planning and Decision Making | Dr. Alexander Van de Putte Scenario Planning & Decision Making IE Business School, Spain

This document is the soft copy of the presentation by Dr. Alexander Van de Putte. In this Presentation he discuss the following:

Strategic planning is a challenging task during turbulent times and companies need to be prepared for the unexpected. As a result, companies need to navigate uncertain and uncharted waters as they move from planning to implementation, and from investment to returns. Understanding the key factors that shape the global, regional and industry environments through a process of scenario planning, allows companies to address uncertainty in a flexible way and benefit from tremendous opportunities while reducing the impact of uncertainties on company cash flows. A key requirement of scenario driven strategic planning is the development of a Strategic Early Warning System to constantly monitor key signals and discontinuities. This approach dramatically improves the strategic and operational readiness of companies and to make decisions about the optimal timing to scale up or abandon strategic options.

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Leadership and Decision Making | Victor H. Vroom BearingPoint Professor of Management & Psychology Yale School of Management

This document is the soft copy of the presentation by Professor Victor H. Vroom. For several decades, Professor Victor H. Vroom and his colleagues at Yale University have been doing research on leadership styles. This research has been driven by two objectives. The first objective was to explore the differences in leadership styles used in different countries and organizations around the world. Where did these differences come from and how are they changing with globalization? The second objective was is to build a normative or prescriptive situational model of the leadership development process which can serve as a guide to leaders in adapting their leadership styles to the challenges they face.

To date, Professor Vroom’s research has involved a quarter of a million leaders from around the world. It has also produced a computer-based normative model of leadership called Expert System, designed to aid managers in matching their styles to other specific challenges they face.

In this Presentation, he covered the following areas of decision making:

  1. The changes in leadership necessary in a knowledge economy
  2. The situational factors that you need to consider in choosing an effective style to lead in your organization

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How to craft robust strategy through scenarios | Dr. Awais Siraj MD Genzee Solutions

The presentation is the soft copy of the webinar conducted by Dr. Awais Siraj; this presentation highlights the following: Scenarios are descriptions of a plausible future(s) and outline a set of events or circumstances that would affect an organization performance. Scenarios help in understanding long term view in a world of great uncertainty. Scenario planning opens the future to multiple perspectives rather than a single, business-as-usual, view of what the future will hold. Scenario approach is a methodology, providing space for input from stakeholders, expert and non-traditional even maverick views. The methodology is capable of integrating the multitude of seemingly unrelated, often chaotic, inputs into a limited number of coherent, internally consistent stories about the future; thus providing a basis for building robust strategies and organizations.

  • Understand Social, Technological, Economic, Ecological and Political Environment concerning an organization and link it to contextual (Strengths and Weaknesses) environment
  • Analyze driving forces and key factors
  • Explore multiple, plausible, pathways into the future. (Scenario Planning)
  • Craft a robust strategy and vision from environment or Scenarios

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