Assessing, Positioning and Deciding (5)

Source: wikimedia.org

Whenever the scarcity of certain resources becomes pertinent, the game of supply and demand also becomes extreme for certain companies and their customer base. Simultaneously, the competitive intensity between those same companies has also increased.

At this moment, the choice for strategic assessment process and the strategic decision making process have become more significant for Chief Decision Makers. ...

What we have observed is that some Chief Decision Makers have a habit of consciously making an impulsive decision without thoroughly looking at the "Big Tangible Picture." They are focused on opinions not facts. ... (It is one significant topic that will be detailed in a future post.) These decision makers would also occasionally overlook a relevant factor that would negatively affect the bottom line during the completion of the grand objective.

Compass Rule of FOG:

Good decision-making should be based on facts not opinions and gossips.

Afterthoughts

While the upper tier companies can afford these errors., most companies do not always possess the capital and the resources to fix and survive.

Sometimes, bad decisions lead to ruined companies and tarnished reputations.

Do you and your team ever think about the positive after-effects and the negative after-effects of a strategic decision during the grand decision-making session?

{ This post has been updated with new information and some re-edited points. }

The Importance of Intelligence Assessment

Here is an interesting AP news item on how the U.S. intelligence agency found Osama bin Laden.

There is a rule of thumb about "acting on a specific intelligence item." If it is about 80%+ completed in terms of relevancy, most people would usually run with it. ... No intelligence stays static for a long period of time. ... Depending on the setting, the rate of change becomes a pertinent factor. ... Generally, most people do not spend any time estimating the risk/reward for using a certain type of intelligence. ... They go with their gut instinct.

Compass Process:

Identify the order of intelligence. Determine its sequence. Examine its timing points. Analyze the quality of data with various "what-if" situations. In most cases, the chief decision maker will have a better idea whether he/she is one step closer to hitting their target.

Compass Rule:

With the right intelligence and the proper assessment process , one can promptly find the order within the abyss of disorder.

Assessing, Positioning and Deciding (3)

During our research, we learned that many competitors (of all sorts), were always alerted on who were their viable competitors. What we discovered was that they rarely understood what the viable competitors really knew.

Regardless of the marketplace (or any competing arena), most competitors do not know much about their competitor. They relied their judgment on minimal facts, while focusing their attention on opinions and gossips. It usually creates a quantity of quality "fog" during their decision making process.

Intelligence is the lifeblood of a competitive company. Assessing it properly is the black art of the successful strategist.

Assessing, Positioning and Deciding (2)

(wikimedia.org)

In business, there are many possible destinations. How do you decide what is the best destination?

Do you know the overt problems and the concealed obstacles that lie between you and your destination?

Do you know what are the required logistics for reaching your destination?

Do you know what are the economic costs to implement the logistics?

Do you know what is the actual time line for reaching your destination?

Is it close to your projected time line?

Do you know the Big Tangible Picture of your compass?

In summary, knowing when to assess the Big Tangible Picture is one of the many keys to reaching one's destination.

The Sign of the Times: The Automated Trend Continues

Past posts focused on the trend of robotic-driven services. We were informed that McDonalds is presently testing their automated service in Europe. (Thank you, Mr. Red Wings for updating us .)

Concurrently the writing end of the news businesses is slowly being automated.

Ruminations from the Compass Desk

Generating profits while maintaining the near cost-free efficiency is the key to succeeding in the information economy. The benefit of this approach is obvious.

Valued customer convenience means a greater rate of operational efficiency and minimum customer service. Full customer service will be only available to the economically affluent. It is the sign of the times

In the United States, minimum manufacturing and near-total automation have become the norm. The emphasis is on social networking and entertainment on demand.

Can you predict the after-effects of this continuous trend of economic dichotomy?

For those who don't know the after-effects of this trend, they should occasionally ask the following two questions:

• Is their performance valued a minimum of five times greater than the cost of employing them?
• Can their position be replaced by either an automated machine or someone who possesses the same skill with less economic costs?.

Assess the Big Picture, Position and Decide

Source: ImplementingScrum.com 

These days, the masses do not want a methodology (or a process). They just want a web application program with a simple user interface and easy choices. It must present a comprehensive outcome-driven strategic solution that encompassed colorful charts and a message path of go, stop or wait . Without any deep thinking, these people are only concerned about the benefits not the long term drawbacks and consequences. There is no contemplation on what the other people are doing. (What is wrong with this picture?)

In some cases, their decision making process takes about five minutes.

To maneuver effectively in our information economy, he or she needs to take some time and properly assess the special circumstances that are hidden within the Big Tangible Picture. before deploying any special planning.

Compass Rule:

In special times, the successful  strategic thinker (strategist) understands the importance of assessing special circumstances before deploying any special planning. It is one of many keys to strategic effectiveness.  ... Make a habit of taking time in the morning to reflect on the past actions before looking ahead.

The quality of the rewards sometimes determines the quantity and the quality of rewards.

Assessing, Positioning and Deciding

Compass Rule: Know the compass of your objective and your settings.

"Competition is the greatest affair of the global economy, the basis of success and failure; it is the Dao (the Way) of survival or destruction. It must be thoroughly examined and analyzed. ... Competition is the Dao of deception. ... " Art of War Chapter 1

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Click on this link for an interesting article on poor assessment


People are sold on the message that the economic system is predictable. The amateurs advised the masses to focus on the economic basics and everything will be fine.

Immediate need and short- term greed of human nature are the reasons why unpredictability becomes the norm.

Some people are swindled because of their lack of effort to assess their objective strategically. Their perception of reality usually tells them that things are ok, without ever comprehending the technicalities of the situation.

Sometimes, there are some people who find the task of going through a checklist to be too belittling for them. They just want the immediate gratification of putting a macro "X" on their task list. (That is a different topic.)

The consequences for a poor understanding of the big picture can be quite upsetting.

Lessons
1. There is no such thing as a free lunch,

2. Trust but verify and validate. One should always perform their own due diligence.

To prevent deception, one needs to assess the big tangible picture in terms of their current settings and the future settings. Then, be able to follow-through on specifics.

We hope that the Sullenberger family are able to resolve their current problem with minimum difficulty.

You can read another example of data deception at fanhouse.com.

Through the use of our Compass A/E Process, one learns the following:

• Assessing the Big Tangible Picture;
• Positioning oneself through planning and preparation; and
• Influencing the settings through one's current strategic position.
  

Assessing the big tangible picture in terms of reality and illusions, one begins to understand the relevant positions that influence their strategic settings,

In conclusion, he or she will be ahead of the curve.

If you need insights on how to assess your big picture, please contact us.