The basis of our business is the decision-making process. However, to work effectively, we need to make sure that the problem is well defined. Indeed, according to the saying “any problem has its solution”, yet is it necessary to know what the problem really is.
Our intervention then applies to decision-making in its entirety, from the definition of the problems to the final choice, through the definition of the options. Sometimes the options have nothing in common to be comparable or, on the contrary, have so many similarities that they are difficult to discern. We have the solutions. We have several techniques and tools to help the client optimize his decision making while including the human factor.
Multi-stakeholder decision facilitation
Apart from the context, the more the stakeholders, the more complex is the decision. In an era of transparency and accountability, it is recommended to consult all stakeholders for major decisions. Such consultation could also open to other alternatives. Stakeholders may also have a different understanding of the context. Therefore, we facilitate the definition of the problem and reunite the opinions with regard to the decision itself. We do not pretend to reach a consensual decision but a reasonable and reasoned compromise.
The vision of an organization turns to the future but must feed on its experiences. There is nothing better than an example to illustrate the usefulness of a post-decision evaluation. In 1981, it became clear that digital devices would replace film camera. Yet, instead of switching to the development of digital objects, Kodak, the famous camera manufacturer of the 80s, decided to upgrade its film camera by including only a preview option before “printing”. The reputation of the brand and the quality of its product comforted the company in this choice. Kodak then went from 90% market share to less than 10% in the United States, in just a few years, nearing bankruptcy in 2012. Ironic of history: the first digital camera was invented by an engineer from Kodak, in 1975. The firm had omitted the new customer need: view, store and share photos easily. If that was considered earlier, the company could have adjusted its strategy in time.
Apart from our decision-making specialty, we also offer more general consulting services for organisations. It is still about helping organizations improve their efficiency but the purpose is not necessarily a decision. For instance, we help in the structuring or restructuring of organisations: identifying the positions and / or organs necessary for the proper functioning, evaluating the relevance or efficiency of a given function, assessing the adequacy of resources assignment to positions, diagnose procedures.
We also perform data analysis work. The analytical approach is fundamental to decision-making, but can be applied to different areas. For example, the results of a simulation can be used to make simple forecasts, without affecting immediate decisions. Also, demonstrating relationships between various indicators, using statistical methods, may be an argument for a client seeking funds. We emphasize that we have five years of academic training in economics and management, coupled with a scientific Master degree in decision-making, with trainings in data analysis.