Decision Making and Strategic Execution
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In today’s volatile, complex, and uncertain world, organizations often have difficulty making and implementing effective decisions. Decision Making and Strategic Execution first outlines the need for critical thinking skills to raise the probability of good outcomes. It will discuss common cognitive biases and the critical thinking behaviors that can mitigate their effects. Next, it addresses executing on strategic decisions — by exploring barriers and best practices, with particular emphasis on building agility into the execution process.
Learning Objectives and Program Impact
- Understand the tension between short-term and long-term objectives.
- Identify specific behaviors to mitigate the effects of cognitive biases.
- Utilize tools to make a final decision, even in a consensus-driven environment.
- Determine best practices in strategic execution.
- Promote an enterprise mindset, including strategic management of key stakeholders.
- Build adaptability into decisions with major uncertainties in the implementation process.
- Framework for Making Short-Term Versus Long-Term Decisions
- Framing the Issue: Clarity
- Experiential Frames
- Confirmation Bias
- Availability Bias
- Overconfidence Bias
- Group Decision Making and Decision Rights
- Relationship Between Strategy and Execution
- Barriers to Strategic Execution
- Comprehensive Execution Research
- Decentralization and Experimentation
- Stakeholders Models and the Importance of Trust
- Clarity of Intent
- Strategic Agility and Tools
- Characteristics of Learning Organizations
Who should attend
- Leaders at all levels, in all roles, who will benefit from concentrated focus on thinking critically, understanding cognitive biases, and making effective decisions
- Senior leaders with responsibility for high-level strategic direction and decision making