Strategic Decision Making: A Best Practice Blueprint

∗ Why are large organisations, including household names, sometimes accused of ′losing the plot′ in their business strategy?
∗ Why do organisations fail to exploit new opportunities such as that presented by Dyson′s innovative vacuum cleaner design?
∗ Why were funds poured into the UK Dome and the City of London Taurus computer project when it was clear that ′good money′ was following ′bad′?
The answers will surprise you. Using psychological theory, paper and pencil ′thought problems′, and well–chosen quotations from newspaper articles written at the time, the book demonstrates and explains the causes of these ′strategic blunders′. It also shows how to recognise and avoid your own organisation making the same mistakes.
Providing clear guidance with a number of tried and tested methods and techniques, the author shows how organisational decision making can be improved by avoiding delaying tactics and a ′blame culture′ and how scenario planning can be used to overcome management overconfidence in predicting the future.

Spis treści:
Series Foreword by Digby Jones.
About the Author.
Preface.
Acknowledgements.
Challenging Routines.
Decision Making in Management Teams.
Overcoming Overconfidence.
How to Think with Scenarios.
Dealing with Decision Dilemmas.
Expectation and Decision Making.
How to Make Trade–offs.
Harnessing the Minds of Managers.
Notes.
Appendix A.
Appendix B.
Appendix C.
Index.

Okładka tylna:
∗ Why are large organisations, including household names, sometimes accused of ′losing the plot′ in their business strategy?
∗ Why do organisations fail to exploit new opportunities such as that presented by Dyson′s innovative vacuum cleaner design?
∗ Why were funds poured into the UK Dome and the City of London Tauru s computer project when it was clear that ′good money′ was following ′bad′?
The answers will surprise you. Using psychological theory, paper and pencil ′thought problems′, and well–chosen quotations from newspaper articles written at the time, the book demonstrates and explains the causes of these ′strategic blunders′. It also shows how to recognise and avoid your own organisation making the same mistakes.
Providing clear guidance with a number of tried and tested methods and techniques, the author shows how organisational decision making can be improved by avoiding delaying tactics and a ′blame culture′ and how scenario planning can be used to overcome management overconfidence in predicting the future.