Description
Book SynopsisEvery day we hear of serious errors of judgement that result in organisational disaster. Why do seemingly successful businesses, NGOs, or even political parties fall prey to irrevocable governance breakdowns or, worse still, criminal malpractice? By prompting readers to think deeply about strategic decision-making, human behaviour, and cognitive biases, this book offers a disciplined, objective, and thoughtful approach to making better decisions.
Every strategic problem is fundamentally a journey into the unknown, which involves a unique combination of duration, scale, external and internal dynamics, and personal motivations. Rarely is a strategic decision solved by saying, If a situation is A, then the solution is B.' The book explores how to develop a strong foundation for problem resolving rather than simplistic problem-solving by strengthening competence so that decisions are made wisely. The case of Carillion plc, the second-largest construction group in the United King
Trade Review
"In this illuminating book, Professor White explores why leaders make poor decisions and provides an extensive toolkit to navigate through the messy realities of making strategic choices. The Carillion case illustrates what can go horribly wrong when executives fail to think through the consequences of their actions.”
Professor Gianvito Lanzolla, Professor of Strategy and Digital Transformation, Bayes Business School, City, University of London
“Strategic decision-making is vexing, pulling leaders in opposing directions amid growing complexity, change, and uncertainty. Jeremy White’s Make Better Strategic Decisions: How to Develop Robust Decision-making to Avoid Organisational Disasters is a must-read, offering deep insights and actionable practices to help leaders navigate strategic challenges.”
Marianne W. Lewis, Author of Both/And Thinking: Embracing Tensions to Solve Your Toughest Problems; Dean and Professor of Management, University of Cincinnati
"Jeremy White's book wonderfully does what it says on the tin: it gives a guide to strategic decision-making for leaders in the real world, facing complexity and difficulty and human frailty. It's based in experience and reality. And it's invaluable for the leaders of the future."
Lord Chris Smith, former Secretary of State for Culture
Table of ContentsIntroduction 1. Core Questions 2. Strategic Thinking 3. Carillion plc 4. Behavioural Management 5. Risk 6. Strategy as Paradox 7. Moral and Ethical Issues 8. Corporate Governance 9. Strategic Toolkit 10. Strategic Toolkit: Additional Perspectives
