strategic decisions making

1. Fifty Models for strategic Thinking
By Mikael Krogerus & Roman Tchappëler
The Decision Book
by Sameh Ghazaly
By Sameh Ghazaly

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. How to improve yourself
The Decision Book
by Sameh Ghazaly

4. The most dangerous decisions are rarely the most important ones . Eisenhower

5. Stanford University
Study in 1960s – data
from 500 fortune
companies showed
that 30% discrepancy
between the company
objectives &
implementation

7. HitChange
ReferReject
AmountLearned
Objectives Achieved
THE PROJECT PORTFOLIO MATRIX
Arrange your current projects in the matrix : Are you on Budget and on time ?

10. We often defer decisions when we’ve doubts. But not making a decision is a decision itself

11. 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 …

12. The Decision Book
by Sameh Ghazaly
How to understand yourself better

13. What is preventing you from being happy?

15. How can we overcome the dissonance ?
Either by changing our behavior or attitude

16. 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

17. Its not what you know .. Its what you remember .

18. 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

20. • How to understand others better
The Decision Book
by Sameh Ghazaly

21. 5 Years
5 Years
10 Years
10 Years 2 Years
2 Years
You can’t shake hands with a clenched fist. Indira Gandhi

22. Experience is the name everyone gives to his mistakes . Oscar Wilde

23. The things we desire the most are the things we need the least

25. Real change occur when reassess our more deeply rooted reasons, objectives and values

28. 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 ?

30. • How to improve others
The Decision Book
by Sameh Ghazaly

32. How to turn A group into A team

33. 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

34. 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?

35. 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