Strategic decision-making

Steal from the consultant playbook, please

Steal from the consultant playbook, please

I was struck by the muses while waiting at the San Francisco Airport to record this on-the-go video with a simple message: Management consultants are in great demand because they develop skills and adopt practices that you too can develop and adopt — pick and choose from their playbook. Here, you can watch the video and read the transcript.

How do we make decisions?

How do we make decisions?

Let us acknowledge that how we — as individuals — make decisions varies from person to person and from situation to situation. It is important to be self-aware of your individual tendencies because they influence how you participate in business decision-making as well.

The IDEAL strategic decision-making process

The IDEAL strategic decision-making process

While there is no one “right” decision-making process, many processes can lead to the “wrong” outcome. I have distilled for you the practitioner’s view on 40 years of thinking on the characteristics of an effective strategic decision-making process into an “IDEAL framework.” The IDEAL process is I = Insights-driven, D = Deliberate, E = Explicit, A = Adaptive / Agile, and L = Leads to action.  

Corporate superpowers (strategic decision-making skills)

Corporate superpowers (strategic decision-making skills)

Strategic decision-making is a never-ending business activity that requires a tailored approach and that can be improved in most organizations. Thus, executives treat strategic decision-making skills as corporate superpowers that unlock access to senior leaders, interesting projects, and promotions. Examples include systematic yet flexible problem solving, clarity of thought and expression, conviction to pursue your decisions, collaboration and buy-in creation, and thinking like a senior executive.