Trained by renown experts
We trained in decision science with professors and renowned professionals.
For example, we had the former president of the world’s leading scientific journal for decision support. He has published nearly 80 publications on the subject, and teaches and acts as a consultant for various international organizations in the private and public sectors. His research has shaken the decision-making tendency to ignore the human factor. He has already obtained the equivalent of the Nobel Prize of the domain. He knows the decision-making as his pocket but has a liking for group decision facilitation.
We were also trained by the former president of the British Association of Practitioners and Researchers in Decision Support. The latter has more than 40 publications to his credit. He is also a research teacher for almost 50 years. He was awarded the equivalent of three recognition medals for his work in optimization. He is a mathematician-statistician by training, but his work focuses more on the modelling of complexity. He has previously been a consultant to the Ministry of Planning and the Ministry of Finance of his country.
An expert in human behaviour also trained us. She has nearly 35 publications to her credit and is interested in the primary motivations of man in the decision-making process. She is a doctor in behavioural science (psychology) and is president of a behavioural research laboratory. She is also a member of several associations for the understanding of social behaviour in the face of public policies and / or in the field of health. Outside of academic life, she works mainly on projects that appeal to mass psychology.
Finally, a doctor in decision analysis also trained us. She already has a dozen publications to her credit and participates in major international conventions on the discipline. She publishes in leading scientific journals in the areas of decision-making, modelling, land policies and ecology. She has been awarded several times in the field for her contributions to the practices of the decision-making profession and / or the academic world in general. For example, she won the award for the practice of decision analysis, awarded by the world’s leading scientific journal. She holds research positions at universities in the United Kingdom, the United States, France, Switzerland, the Netherlands, Spain, Norway and Finland. She prefers spatial decisions and urbanism.
Our curriculum was not limited to these trainers only. We also acquired technical knowledge from professors of statistics, modelling, probabilistic simulation, project management, applied research, international business management, each with over 30 years of experience.
We continue to enrich our knowledge of the decision by various means.
Up-to-date on the field practices
We have archived some leading scientific journals for decision-making. We also follow the news of these periodicals closely. Indeed, they have been institutionalized and often organize meetings for practitioners. We attend, among other things, online conferences and workshops. We hope to be able to attend regular summits soon. We also have trainings in Madagascar on tools that we consider useful for decision-making.
Finally, depending on the client’s needs, we can access specific scientific articles and case studies through our affiliation to various organizations and our international network. We also strive to stay current on management practices in general. «See experience in organization and management of companies»
Experience in organisation and firm management
Before specializing in decision support, we had a more general academic background in management and then in economics. The achievements of this courses were used primarily to manage the activities and resources of associative-type entities, for nearly five years. We then went to more professional occupations bringing our knowledge and creativity to organizations, in order to increase their efficiency through different interventions: restructuring, strategic analysis, market research, development of action plan and assistance to decision.
The entities we worked for are spread across Africa, mostly French and English speaking. They have such diverse backgrounds: banking and finance, agriculture and rural development, environmental conservation, humanitarian, telecommunication, tourism. To help them, it was necessary to understand their practice and the functioning of their environment, while keeping enough perspective to identify the dysfunctions. For this, we used the traditional methods of collecting information and data from the business of consulting. With our new strengths, we can improve these methods and the exploitation of the resulting data to offer you a work enhanced by scientific rigor.
Scientific approach
Like economics, decision support has first appropriated the hard science tools of mathematics for its rationality. Optimizing what is measurable, however, is not enough in the real world. Other sciences have supported decision support. Data analysis, for example, takes into account the non-quantitative elements that come into play in decision-making. Psychology makes it possible to take into account the emotional factor. Even neurology and biology help to the extent that decision-making also has a physiological aspect. Various scientific processes are thus taken into account in the decision support process.
In practice, this translates into the use of consultation methods that allow the consultant to encode the information given by the client into scientific data. This data is then processed by the involved scientific means. The results are then decoded by the consultant to be readable and usable by the client. Any decision, as easy as it may be, has a scientific explanation. We therefore make the link between the decision in the scientific sense and the decision-maker(s).
Finally, our scientific concern will always inform the client of the scope and limitations of our methods. Indeed, our solutions will be specific to the context and the problem of the customer, and can hardly be applied as they are to other situations. For example, a decision may be perceived as bad by someone with a different psychological profile from the decision-maker. We therefore offer the best way to decide to our customers but do not guarantee a decision without inconvenience. For example, we propose multi-stakeholder decisions to include all stakeholders in the process.
Proven methods
It is understood that the methods we use have been tested and approved by researchers and decision support experts. The scientific underpinnings of the profession mean that theories have been developed and experiments have been conducted. However, the experiments are not limited to laboratories or software.
Strong collaboration between researchers and experts has allowed the methods to be applied to reality. Knowing that any expert of the discipline is animated by the scientific fibre, this one does not content to apply but also collects elements likely to improve, corroborate or modify the used tools. We present you some real cases to serve as an example.