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