Are you here in the right place?

Strategic decisions in your organization take too long?
The final decision-making bases take into account uncertainties and risks inadequately?
Are you missing innovative options? Decisions from the past don’t deliver the promised results?

We structure strategic decision-making processes, improve forecast accuracy and address biases in your organization.

Our sector focus is on the energy sector, industry and the public sector, with the topic of decision-making quality becoming increasingly important also in less capital-intensive sectors.

Do these sound familiar?


Decision making process is unsatisfactory, lengthy with lots of alignment meetings

  • It is not clear who should actually make the decision and who has veto rights
  • You spend too much time coordinating decisions and are going in circles
  • Often no decisions are made in decision meetings
  • Decision culture does not allow a discovery-driven process; ideas are pushed through
  • There is no quality assurance before important decisions are made

Decision papers do not deliver the required clarity

  • You do not progress on a decision situation, analysis paralysis
  • Uncertainties are intangible and risks are therefore largely ignored
  • Risks and opportunities are not clearly presented; there is no clear recommendation
  • Various stakeholders pursue different goals and it is not clear how conflicting goals should be dealt with

Is there really no better option?

  • Decision papers often ask for approval of only one realistic alternative
  • Decision-making documents are mostly just sales stories for a specific idea and you first have to work out the weak points of the recommended alternative yourself
  • You do not have the feeling that people are thinking innovatively and you are only presented with “standard solutions”

Decision papers often overpromise and underdeliver

  • Most of the time, decisions do not deliver what they promised
  • Uncertainties were ignored or downplayed and the organisation was surprised by actual developments
  • You have the feeling that “more” could haven gotten out of a decision; most decisions are only made in the “comfort zone”
  • Unforeseen problems often arise during implementation