Strategic Decision Making: A Discovery-Led Approach to Critical Choices in Turbulent Times

  • 4h 27m
  • Ben Shenoy, Simon Haslam
  • Kogan Page
  • 2018

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organizational inertia; manage the difficulties of rigid organizational structures and avoid being side tracked by outdated or irrelevant experience.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.

About the Authors

Dr Simon Haslam is responsible for the Institute of Directors' strategy programme design and delivery. He is a Visiting Fellow at Durham University Business School and the module leader for Strategic Management on its global MBA. Through his co-owned consulting firm FMR Research Ltd, he consults to international public, private and third sector organisations.

Dr Ben Shenoy helps organizations apply behavioural insights to a variety of business issues, through executive education, speaking engagements and applied research. He is a Visiting Fellow at The London School of Economics and a Visiting Professor at the University of Surrey.

In this Book

  • The World is Changing, But We Don't Always See It
  • Organizational Inertia: Why Enterprises Find it Difficult to Change
  • Top-Down Decisions
  • Middle-Out Decisions
  • Discovery-Led Decision Making
  • Mode I: Framing
  • Mode II: Experimenting
  • Mode III: Scaling
  • Implications for Organizations
  • The Force That Is You


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