It's time to get emotional with your customers

2019 ◽  
Vol 59 (3) ◽  
Author(s):  
Christine Corbett
Keyword(s):  
Decision Making ◽  
Technological Change ◽  
Short Supply ◽  
Technology Platforms ◽  
Accelerate Growth ◽  
Using Data ◽  
The Right ◽  
Informed Consumer ◽  
Is Value ◽  
The Way

In the era of the highly connected and informed consumer, where choice is endless and loyalty is in short supply, the challenge lies in how to take the leap from having passive customers with low engagement to ones that will advocate for you. There needs to be an unprecedented focus on the customer to accelerate growth and meet the needs of consumers against a backdrop of economic, regulatory and technological change. Organisations must bring together new capabilities across strategy, experience, operations and technology to unite the delivery of compelling propositions that deliver value for customers, employees and the company itself. The key is creating an emotional connection to your company and being transparent on where you are now, where you want to go and how you will involve your employees, your customers and the wider community along the way. So what are the new expectations of consumers? Who are your stakeholders and what do you know about them? How do they behave? What do they expect from you? How are you using data to drive decision making? How is value being created and how is value being shared? Do you bring together your customers, people and partners to co-design the future? Are you experiences, operations and technology platforms connected to bring your strategy to life? Do your customers and people believe you have the conviction to stay the course and deliver? Christine will share her experiences and lessons learnt along the way. To view the video, click the link on the right.

Using Bad News to Make Good Decisions

2011 ◽  
pp. 358-374
Author(s):  
Margaret Johnson ◽  
Larry Hovey ◽  
Pam Tipton
Keyword(s):  
Decision Making ◽  
Bad News ◽  
Technical Problems ◽  
Using Data ◽  
Inform Decision Making ◽  
The Way

Along the way, a number of personnel, organizational, and technical problems were encountered, and many were resolved. What did became clear is that using data to inform decision making is an evolving process that can provide a solid basis for continuous program improvements.

SISTEM PENDUKUNG KEPUTUSAN PENENTUAN MITRA KERJASAMA PADA HOTEL GRAND SIRAO DENGAN MENGGUNAKAN METODE PSI (Preference Selection Index)

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Hendri Cahaya Putra
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support System ◽  
Support System ◽  
Index Selection ◽  
Short Supply ◽  
Cooperation Partners ◽  
The Right ◽  
Selection Of

Grand Sirao Hotel is a hotel that stands in the middle of Medan City, located on Jl. Semarang. Grand Sirao Hotel is an attractive hotel in the sector of cooperation in certain fields, but in this hotel it often happens in cooperation with outside companies. One of the problems that often occurs at the Grand Sirao Hotel is the constrained stock of goods needed for guests staying at the hotel, items that are often constrained which are usually in the form of sandals and toiletries that are in short supply. This problem often arises because of the many other factors between companies related to hotel owners themselves, debates that often arise from hotel owner claims include quality of goods that are sometimes incompatible with reservations and need to be taken into account, inventory can be exhausted, prices always go up because of skyrocketing market prices and other problems. This collaboration problem arises due to lack of success in determining partnerships with related companies that are not appropriate and in company selection is also still manual and there are appropriate systems and criteria. Therefore a decision support system is needed in the selection of partners upon the proposed approval. One solution to this problem that is right is to make a decision system in the decision of the company's business partners so that the determination of cooperation in accordance with the right requirements. By using a Decision Support System (SPK) is expected to help the company in making decisions made by the right company partners in increasing the efficiency of the decision. PSI (Index Selection Preference Method) is a method for solving multi-decision making (MCDM) decisions. In the proposed method it is not necessary to submit among the attributes. There are no attributes required in computing that are involved in decision making. It is hoped that by using the PSI (Index Selection Preference) Method, it is necessary to establish a decision support system which can assist in the selection of corporate cooperation partners at the Grand Sirao Hotel.Keywords: Determination of Cooperation Partners, Decision Support System, PSI (Index Selection Preference)

scholarly journals Barriers of using Business Intelligence in enterprises

2019 ◽  
Vol 51 (2) ◽  
pp. 71-80
Author(s):  
Kamil Soszka
Keyword(s):  
Decision Making ◽  
Business Intelligence ◽  
Business Management ◽  
Decision Making Processes ◽  
Purpose Of Business ◽  
The Right ◽  
Support Decision Making ◽  
The Way

The purpose of Business Intelligence (BI) systems is to support decision-making processes, which is to improve business management. Achieving this goal boils down to obtaining the right information, which is used by the right people and in the right way. The said process is related to the method of using BI and the elements that affect it. However, on the way to a certain level of efficiency when it comes to the use of BI, there are obstacles that inhibit or prevent its achievement. The aim of the work is to identify barriers that reduce the effectiveness of BI use in enterprises.

Team-Based Games for Leadership

2018 ◽  
pp. 197-222
Keyword(s):  
Decision Making ◽  
Business Performance ◽  
Mixed Reality ◽  
Strategic Alignment ◽  
Operational Level ◽  
The Right ◽  
The Way

This chapter takes responsibility for defining and initiating the leadership ability of the students in relation to the workplace – not just now but the changing workplace they have ahead of them and not in the way it has been before but in a way which accommodates their different approach and attitudes. Using the team based approach the focus is on the range of skills they need to develop to become leaders in the modern and future workplace. This also includes looking at the leadership they themselves need to bring this about. In addition to exploring how this would manifest at staff operational level, the importance of strategic alignment and visioning is emphasized so all activity is related to business performance and fed into boardroom decision making levels. The chapter explores how team based games use and mixed reality approaches can underpin this thinking and goes on to detail how different staff need motivating to perform in the right way.

scholarly journals Developing Advanced Decision-Making Skills in International Leaders and Managers

2007 ◽  
Vol 32 (3) ◽  
pp. 1-8 ◽  
Author(s):  
Asila Safi ◽  
Darrell Norman Burrell
Keyword(s):  
Decision Making ◽  
Critical Thinking ◽  
Thinking Skills ◽  
Critical Thinking Skills ◽  
Managerial Decisions ◽  
Strategic Implementation ◽  
Effective Decision Making ◽  
The Right ◽  
Leadership Decisions ◽  
The Way

Socially, economically, politically, and technologically, our world is transforming in complex ways that are beyond what we could have fathomed even five years ago. Now, more than ever, managerial decisions have far-reaching consequences in the way that organizations fail or succeed in bridging commerce and compassion, sustainability and profitability, and move from vision to effective strategic implementation. Solving problems, making decisions, and picking the courses of action are the most critical aspects of being in charge because it is risky and very difficult. Bad decisions can damage a career, influence peoples' lives, and hurt an organization's performance. But, where do bad decisions come from? In many cases, they can be traced back to the way the decisions were made. Maybe the right questions were not asked. Maybe the right alternatives were not explored or may be the data collected was wrong. Sometimes, the fault of poor leadership decisions lies not in the decision-making process, but rather in the mind of the decision-maker. How does an organizational manager make the correct leadership decisions when the unexpected occurs or the existing plans are insufficient or important organizational core values and goals are threatened? Critical Thinking in decision-making helps the professionals ask relevant questions, gather opinions from various groups, interpret complex problems, and make wise decisions. The development of critical thinking skills in international executives has never been more vital than it is today. The engagement in managerial critical thinking is about learning to apply experience-based, team-based, and formal problemsolving methods to situations. It is essential to develop a keen ability to overcome and become self-aware of biases, false assumptions, myths, and faulty paradigms that can hamper effective decision-making.

scholarly journals Understanding the value of adhering to or adapting evidence-based interventions: a study protocol of a discrete choice experiment

2021 ◽  
Vol 2 (1) ◽  
Author(s):  
Ulrica von Thiele Schwarz ◽  
Aaron R. Lyon ◽  
Kristoffer Pettersson ◽  
Fabrizia Giannotta ◽  
Pernilla Liedgren ◽  
...  
Keyword(s):  
Decision Making ◽  
Discrete Choice Experiment ◽  
Discrete Choice ◽  
Choice Experiment ◽  
Local Context ◽  
Optimal Decision ◽  
Evidence Based ◽  
Trade Offs ◽  
Using Data ◽  
The Way

Abstract Background Whereas the value of an evidence-based intervention (EBI) is often determined by its effect on clinical outcomes, the value of implementing and using EBIs in practice is broader, reflecting qualities such as appropriateness, equity, costs, and impact. Reconciling these value conflicts involves a complicated decision process that has received very limited scholarly attention. Inspired by studies on decision-making, the objective of this project is to explore how practitioners appraise the values of different outcomes and to test how this appraisal influences their decisions surrounding the so-called fidelity–adaptation dilemma. This dilemma is related to the balance between using an EBI as it was designed (to ensure its effectiveness) and making appropriate adaptations (to ensure alignment with constraints and possibilities in the local context). Methods This project consists of three sub-studies. The participants will be professionals leading evidence-based parental programs in Sweden and, in Sub-study 1, parents and decision-makers. Sub-study 1 will use sequential focus groups and individual interviews to explore parameters that influence fidelity and adaptation decisions—the dilemmas encountered, available options, how outcomes are valued by practitioners as well as other stakeholders, and value trade-offs. Sub-study 2 is a discrete choice experiment that will test how value appraisals influence decision-making using data from Sub-study 1 as input. Sub-study 3 uses a mixed-method design, with findings from the two preceding sub-studies as input in focus group interviews to investigate how practitioners make sense of findings from optimal decision situations (experiment) and constrained, real-world decision situations. Discussion The project will offer unique insights into decision-making processes that influence how EBIs are used in practice. Such knowledge is needed for a more granular understanding of how practitioners manage the fidelity–adaptation dilemma and thus, ultimately, how the value of EBI implementation can be optimized. This study contributes to our knowledge of what happens once EBIs are adopted—that is, the gap between the way in which EBIs are intended to be used and the way in which they are used in practice.

Judge v Robot? Artificial Intelligence and Judicial Decision-Making

2018 ◽  
Vol 41 (4) ◽  
Author(s):  
Tania Sourdin
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Technological Change ◽  
Human Activity ◽  
Human Activities ◽  
Judicial Decision ◽  
Judicial Decision Making ◽  
And Function ◽  
Over Time ◽  
The Way

As technology continues to change the way in which we work and function, there are predictions that many aspects of human activity will be replaced or supported by newer technologies. Whilst many human activities have changed over time as a result of human advances, more recent shifts in the context of technological change are likely to have a broader impact on some human functions that have previously been largely undisturbed. In this regard, technology is already changing the practice of law and may for example, reshape the process of judging by either replacing, supporting or supplementing the judicial role. Such changes may limit the extent to which humans are engaged in judging with an increasing emphasis on artificial intelligence to deal with smaller civil disputes and the more routine use of related technologies in more complex disputes.

Understanding Senior Executives' Use of Information Technology and the Internet

2011 ◽  
pp. 1-23 ◽  
Author(s):  
Guus G.M. Pijpers
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Information System ◽  
Significant Influence ◽  
The Internet ◽  
Senior Executives ◽  
Internet Skills ◽  
The Right ◽  
The Way

The Internet and information technology (IT) have received considerable attention from senior executives, yet they still have not committed themselves fully to these technologies. Consequently, they are not reaping the full benefits. Recent studies investigated the factors that influence senior executives’ use of IT and the Internet. Surprisingly, only a few factors had a significant influence on usage, directly or indirectly. A better understanding of these factors can facilitate the design of interventions that address the adoption and acceptance of a new IT tool, an information system or the Internet. This chapter proposes a limited number of interventions aimed at improving usage. The Internet will change the way information is being gathered, evaluated, and communicated. This also applies for senior executives and their main constituencies. Now is the time for senior executives to hone their Internet skills so that they can receive the right information in the right way, leading to enhanced decision-making.

scholarly journals Factors to Determine Business Intelligence Implementation in Organizations

2017 ◽  
Vol 2 (12) ◽  
pp. 1 ◽  
Author(s):  
Michael Smith Moreno Saavedra ◽  
Christian Bach
Keyword(s):  
Decision Making ◽  
Literature Review ◽  
Business Intelligence ◽  
User Satisfaction ◽  
Theoretical Perspective ◽  
Managerial Decision ◽  
Time Optimization ◽  
Using Data ◽  
The Right ◽  
Key Aspects

In this study, we deploy review centric research of User Satisfaction, Cost Reducing, and Time Optimization impacting decision making on whether to implement Business Intelligence in organizations. The purpose of this paper is to present a literature review to examine the association between Business Intelligence and these three different factors. The primary goal of this study was to investigate the user’s satisfaction, cost reducing, and time optimization implications in order to choose Business Intelligence as a business tool. A comprehensive literature review of business intelligence created a theoretical foundation for this paper. Using the grounded theory, a model was developed and evaluated based on how User Satisfaction, Cost Reducing and Time Optimization impacts managerial decision-making using Business Intelligence. Using data from JSTOR and Academic Search Premier databases a new model is presented to encapsulate the highly dynamic interaction of user satisfaction, cost reducing, and time optimization with business intelligence to provide elements to consider the implementation of BI in a firm. This model highlights three key aspects that administrators consider in order to determine the possibility of taking Business Intelligence as an instrument in their daily duties. The theoretical model is limited to three factors only, which could be extended in future studies on this topic. Moreover, this model has been discussed using a theoretical perspective whereas practical contributions has been given less attention. This study provides an exciting opportunity to advance our knowledge of business intelligence to efficiently and flexibly help companies make the right decisions in real time, grasp business opportunities, and gain competitive advantage.

Do Homeric Heroes Make Real Decisions?

1990 ◽  
Vol 40 (1) ◽  
pp. 1-15 ◽  
Author(s):  
Richard Gaskin
Keyword(s):  
Decision Making ◽  
The Self ◽  
Self Awareness ◽  
Reasons For Action ◽  
Greek Literature ◽  
Primitive Form ◽  
The Difference ◽  
The Right ◽  
The Way

Bruno Snell has made familiar a certain thesis about the Homeric poems, to the effect that these poems depict a primitive form of mindedness. The area of mindedness concerned is agency, and the content of the thesis is that Homeric agents are not agents in the fullest sense: they do not make choices in clear self-awareness of what they are doing; choices are made for them rather than by them; in some cases the instigators of action are gods, in other cases they are forces acting internally on the agent and over which he has no control. Homeric heroes act in the way Descartes thought an animal acts: agitur, non agit. Such agents ‘handeln nicht eigentlich (d.h. mil vollem Bewuβtsein eigenen Handelns), sondern sie reagieren’. The model of the agent which we nowadays have is roughly of a self which determines, rather than is determined to, action; the self arrives at this determination by considering available reasons for action in the light of its overall purposes, and it moves to action in full self-consciousness of what it is doing, and why. This model of action, Snell claims, is not met in Greek literature before the tragedians. I think anyone ought to concede that there is some difference between the way Homer portrays decision-making and the way it is portrayed in tragedy (with further differences among the tragedians themselves); but has Snell located the difference in the right place? I shall argue in this paper that he has not.

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