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  • We know that cognitive biases affect nearly every decision we make, and in the world of

  • business, people need to make important choices every day.

  • Often these choices must be made without delay and have broad, far-reaching consequences.

  • How can we make sure that our choices remain rational and objective and free from our potentially

  • harmful cognitive biases?

  • As it turns out, there is a system, but it's a lot more like a process or a habit than

  • a magic bullet.

  • New research has shown that the world's best managers can overcome biases and reliably

  • make effective decisions by following an approach called diligence-based strategy.

  • Doing business in the 21st century isn't easy.

  • No matter the industry, most organizations will eventually face a crisis: maybe new competitors

  • will appear out of nowhere or an existing brand will try to carve a slice out of your

  • customer base.

  • Today's competitive conditions are forcing organizations to strategize and act quickly.

  • Thus it's easy to see why many companies scramble to create a revolutionary new strategy

  • to cope with crisis -- conducting market research, analyzing trends, and evolving the core business

  • model.

  • But this is the wrong approach.

  • Following the traditionalbig strategyapproach leaves room for more errors in judgment,

  • particularly during a crisis.

  • Instead, organizations should rely on diligence-based strategy by turning their attention to a small

  • number of ordinary business activities -- like sourcing inputs, managing customer relationships,

  • and developing the right people.

  • Diligence is about focusing on the fundamentals.

  • By optimizing their operations, organizations can promote the conditions that allow for

  • better, more thoughtful, long-range strategies to emerge inductively.

  • Developing diligence requires a different type of thinking.

  • The best executives attend relentlessly to what they can control.

  • They rely more heavily on measurement and empirical evidence and less on opinions or

  • persuasion.

  • Think of baseball executive Billy Beane, who set a famous precedent by using advanced statistical

  • analysis, overthrowing the more traditional methods of evaluating baseball talent.

  • Themoneyball phenomenonhas motivated a new surge of interest in optimization -- many

  • companies now find that big data can reliably inform their decision-making.

  • As an executive, your primary task is to know the levers that drive business performance,

  • and to pull those levers.

  • To identify fundamental activities, ask yourself this: does mastery of this activity contribute

  • significantly to the performance of the company?

  • And can the activity be reliably measured and monitored?

  • Companies should only have a handful of fundamental activities -- likesourcing inputs,”

  • managing the supply chain,” orserving customers.”

  • It is only after isolating the company's fundamental activities that the work of optimization

  • can occur.

  • Most importantly, managers should use every available technology and data source to compile

  • information on the company's activities.

  • It's easy to go astray when decisions are made based on emotional responses or incomplete

  • information -- which are a natural occurrence during a competitive crisis.

  • Diligence-based strategy allows companies to systematically focus on what matters most:

  • improving the fundamental operations that lead to success.

  • To find out more about diligence-based strategy, decision-making in organizations, and cognitive

  • biases, please read California Management Review's special issue on Behavioral Strategy,

  • Volume 59, Issue 3.

We know that cognitive biases affect nearly every decision we make, and in the world of

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組織における意思決定 (Decision-Making in Organizations)

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    Shinichiro   に公開 2019 年 11 月 28 日
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