Smart Decision-Making for the 21st Century

Learn speed and decision confidence in a spinning world

As the speed, uncertainty, and complexity of global markets intensify, leaders must learn to make decisions in this fast-paced landscape and digital era — by keeping their businesses on track amid change and disruption in a complex environment.

In such challenging and opportune times, executives must develop a clear vision and make smart decisions in parallel with business evolution, expanding their tool kits to include data inundation, real-time business insights, technology-enabled strategic outlooks, as well as expanding cognitive and emotional methodologies to address not only individuals, but also systems and teams.

Noise, attention deficit, perception filters, cognitive biases, lack of self-awareness, fear of ambiguity and change, lack of time and great amounts of stress can impair judgment. Cognitive boundaries, an inundation of data and emergent, complex global and social problems are an issue for every organization.

Leaders must develop the agility to confront uncertain times by finding clarity, and engaging the workforce through vision and understanding. They must cultivate their own capacity to embrace uncertainty, make decisions faster and better, perform ongoing development and implement wisely.

What will it take to achieve all of this?

  • Recruitment based on the dynamic of personality and cognitive skills (preferred thinking style, critical thinking, quality of judgment).
  • An organizational information pipeline that provides continuous listening, good data and meaningful indicators for business and social intelligence.
  • Understanding and governance to provide the right conditions to make decisions in accordance with cognitive, individual and social processes.
  • Leadership development programs for leaders at all levels to learn how to think globally together and navigate, accompanied by their team, the uncomfortable, ever-changing terrain.

With the age of complexity comes the transformation of business models and new leadership mind-sets, nonetheless the generation of leaders.

We should call it Mind-Shift in networked organizations, interconnected, collaborative and knowledge economies.

We are seeing an increase in demand for new decision-making skills and an exponential demand in recruitment and organizational development.

We know that decision skills can be assessed and developed to become a distinctive asset for every leader and organization.

Moreover, leaders’ decision-making skills are a key factor in creating clear vision, engagement, performance and sustainability in a complex world.

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