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Strategic Decision Making

Embracing change for personal and professional success Facilitated by Tucker Johnson, Managing Director – Nimdzi Insights

“Whenever you see a successful business, someone

• nce made a courageous decision.”

― Peter F. Drucker

Good things about Tucker

• 10 years experienced in LSP’s managing
• perations
• Emphasis on large account management
• Cofounder and Managing Director of

Nimdzi Insights

• Author, “The General Theory of the

Translation Company”

Bad things about Tucker

• Not PMP certified
• No SCRUM either
• Six Sigma? What’s that?
• Can’t code without a “record macro” button
• Way too American for his own good

INTRODUCE YOURSELF

• What is your name?
• Where are you from?
• What do you want to be when you grow up?
• Why are you taking this class?

St Strategic ic Decisi ision Makin ing for r Lo Locali lizatio ion Le Leaders

Introductory Session

In this workshop

• Barriers to good decision-making
• Seven steps do decision-making

Barriers to good decision-making What is holding you back?

ANALYSIS PARALYSIS

EXTINCTION BY INSTINCT

EMOTIONS

DECISION FATIGUE

PERFECTIONISM

Key points

• Own your decisions and take action – don’t fall victim to

analysis paralysis.

• Be a leader, not a dictator – don’t manage by instinct.
• Acknowledge your emotions, but don’t let them drive you.
• Prioritize and delegate to avoid decision fatigue.
• Perfection is the enemy of good enough.

Seven Steps The decision making process

• 1. IDENTIFY
• 2. GATHER

INFORMATION

• 6. TAKE ACTION
• 5. SELECT AN

ALTERNATIVE

• 4. ANALYZE

ALTERNATIVES

• 7. REVIEW
• 3. IDENTIFY

ALTERNATIVES

Seven Steps for Decision Making

THINK OF A DECISION YOU ARE CURRENTLY FACING

Step 1: Identify

• Very important first step.
• What is the problem/opportunity?
• Clearly define the decision.
• Outline success criteria.

Step 2: Gather information

• What information do you need?
• Where will you get information?
• Internal sources
• External sources
• Where are you documenting the

information?

Step 3: Identify alternatives

• What other actions/decisions are there?
• Use your imagination.
• Include others - brainstorming and

ideation sessions can help with this phase.

Step 4: Analyze alternatives

• Play out each alternative to the end.
• Make a table or spreadsheet.
• Step 1 is your benchmark.
• Prioritize each alternative according to

your analysis.

Step 5: Select an alternative

• Choose the best alternative based on

your weighting and analysis in Step 4.

• It is OK to choose a combination of

alternatives.

• Inform interested parties of your

decision and why you made it.

THREE FROGS WERE ON A LOG. ONE DECIDED TO JUMP OFF.

Step 6: Take action

• What are the first steps?
• Who needs to act?
• What is the timeline?
• Basic project management principles

apply.

Step 7: Review

• Has your decision resolved the

challenge identified in Step 1?

• If not, then back to the drawing board.

KEEP IT SIMPLE.

Key Points

• Take Step 1 seriously.
• Include internal as well as

external sources of information in your research.

• Include others in ideation.
• Don’t let perfection be the

enemy of good enough.

• Always be reviewing processes

and systems.

• Discipline leads to confidence.
• 1. IDENTIFY
• 2. GATHER

INFORMATION

• 6. TAKE ACTION
• 5. SELECT AN

ALTERNATIVE

• 4. ANALYZE

ALTERNATIVES

• 7. REVIEW
• 3. IDENTIFY

ALTERNATIVES

The only thing that is constant is change

• Heraclitus of Ephesus

CHANGE MANAGEMENT WORKSHOP

• Change management is not new, but is always

evolving – what is it, exactly?

• Change management is a team process –

what’s your role?

• Common types of resistance to change – what’s

the problem?

• Exercise: Eight steps for successful and

sustainable change