Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Strategic decision models

882 Aufrufe

Veröffentlicht am

strategic decisions making

Veröffentlicht in: Business, Technologie
  • Als Erste(r) kommentieren

Strategic decision models

  1. 1. Fifty Models for strategic Thinking By Mikael Krogerus & Roman Tchappëler The Decision Book by Sameh Ghazaly By Sameh Ghazaly
  2. 2. Content: Workshop Decision making models that help you to answer • How to improve yourself • How to understand yourself better • How to understand others better • How to improve others
  3. 3. How to improve yourself The Decision Book by Sameh Ghazaly
  4. 4. The most dangerous decisions are rarely the most important ones . Eisenhower
  5. 5. Stanford University Study in 1960s – data from 500 fortune companies showed that 30% discrepancy between the company objectives & implementation
  6. 6. HitChange ReferReject AmountLearned Objectives Achieved THE PROJECT PORTFOLIO MATRIX Arrange your current projects in the matrix : Are you on Budget and on time ?
  7. 7. We often defer decisions when we’ve doubts. But not making a decision is a decision itself
  8. 8. WHERE HAVE YOU COME FROM ? WHAT IS REALY IMPROTANT TO YOU? WHICH PEOPLE ARE IMPORTANT TO YOU? WHAT IS HINDERING YOU? WHAT ARE YOU AFRAID OF ? 1- the beckoning Road 2- the dream Road 3- the sensible Road 4- the road not travelled 5- The Familiar Road 6- The Road Back YOU DECIDE …
  9. 9. The Decision Book by Sameh Ghazaly How to understand yourself better
  10. 10. What is preventing you from being happy?
  11. 11. How can we overcome the dissonance ? Either by changing our behavior or attitude
  12. 12. 10 70 20 REALITY DRIVEN 40 30 30 MEMORY DRIVEN 5 30 65 DREAM DRIVEN FUTURE NOW PAST EUROPEASIAUSA Ask yourself How much of your time do you spend thinking in the past ? How much about here & now ? How much about the future
  13. 13. Its not what you know .. Its what you remember .
  14. 14. How to recognize whether you should change your job To what extent my current tasks .. • Have to Being imposed on me or demanded of me • Able to match my abilities • Want to Correspond to what I really want
  15. 15. • How to understand others better The Decision Book by Sameh Ghazaly
  16. 16. 5 Years 5 Years 10 Years 10 Years 2 Years 2 Years You can’t shake hands with a clenched fist. Indira Gandhi
  17. 17. Experience is the name everyone gives to his mistakes . Oscar Wilde
  18. 18. The things we desire the most are the things we need the least
  19. 19. Real change occur when reassess our more deeply rooted reasons, objectives and values
  20. 20. Bertrand Russell , the problem of philosophy 1912 How do We Know what We Know ? Does The Past Help Us Predict The future? Why Do We Never Expect Unexpected Events? What Were black Swan – the unexpected events in your life and When did they occur ?
  21. 21. • How to improve others The Decision Book by Sameh Ghazaly
  22. 22. How to turn A group into A team
  23. 23. THE TEAM UP TO THE JOB 0 1 2 3 4 5 6 7 8 9 Roony Lampard Gerrard Cole Terry Avoid Penalty Shoot Out Create New criteria that apply to your team’s objective & evaluate each team member against them , ask the team to evaluate themselves, how do the curve compare
  24. 24. The Gab in the Market Model This Model Helps you to identify gaps in the market; position your competitors according to the three aces ( e.g Prestige, Cost-Effectiveness, Awareness) … Where is there a niche ? You want to Launch a magazine .. Then The x-axis is Cost Effectiveness - how economical is your product ? The Y-axis is Prestige – How well known is the Product ? The z-axis is Awareness – How loud is your product?
  25. 25. What Can We Learn From this Models • Management models have tried to reduce complexity by considering ideas into matrix • Its all started by spreadsheet programs ( like Microsoft Excel revolutionized budget tool) • Management theory today is at about the same stage as medicine before X-Ray intro. • Today the results of certain decisions are first tested in a virtual world before they are implemented in a real markets • In The future, Decision makers will work with Prognosis tools (e.g. Predictions by statistical analysis) and the value of such early models shouldn’t be underestimated .. Even with the newest medical interventions to hand, A doctor will still rely on the basic diagnostic tools : listening and examining Thank you