A method from the book "Noise", designed by Daniel Kahneman and Olivier Sibony, "with noise mitigation as a primary objective".
Visual tool for strategic business decision-making based on value chain evolution and market maturity.
Vision statements influence strategy processes. Done correctly, they tap intrinsic motivation, while poorly crafted visions can lead to organizational skepticism.
Systematically identifying and testing underlying assumptions through targeted experiments
Modeling dynamic relationships and feedback loops in systems, enhancing understanding and decision-making in complex organizational environments.
Manage future risks by discussing possible outcomes, focusing on external factors, identifying key uncertainties, and challenging biases.
Intentionally crafting the words and tone used in conversations to promote effective dialog, not gridlocked disagreements
A divergent thinking tool to help overcome anchoring bias and identify different options by eliminating the existing options
Leaders delegate decision making by creating boundaries of authority. Decision rights enables the speed and effectiveness of decentralized decision making.
Causal Decision Diagrams help decision-makers visually capture the causal relationships between desired goals, the different choices of levers to pull, and any intermediate results that connect them.
Examples of Strategy 5x5s for business and product leaders
Effectively explore the possibilities using an enabling constraint
Tracking Uncertainty with Win Probability Charts
Competitive strategy demands focusing on leverage, not spreading resources thin
Competition and Strategic Decisions - Part 2
Anyone creating value has a customer and has competition
Strategic Decision Making with Applied Information Economics
Reframing the challenge as getting from less sure to more sure
Thinking about the Value of Information
Skip the math, but keep the model
Scratching the surface of some big ideas
Exploring decisions and uncertainty with Paul Krugman
Noise-cancellation headphones for the organization
Organizational behaviors that improve decision quality
Insights on organizational design from Herbert Simon
Applying new ideas to old ways
Some timeless principles from Don Reinertsen
We need intentional dialog
A modest proposal
Common themes from the learning journey
Challenging your views, probabilistically
Giving decisions a moment in the spotlight
Managing uncertainty with a learning matrix
The invisible force in your decision architecture
Carving out time for strategic thinking
A week in the life of a decision
Deconstructing portfolio management
Rituals that can create new routines for leadership teams
Taking steps to limit accidental complexity in your organization
Deciding how to decide when building strategy
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