艾意凯咨询：2023不确定世界中的关键决策调研报告（英文版）（22页）.pdf

1、Critical Decision-Making in an Uncertain WorldSPECIAL REPORT2SECTION 2.Situational decision-making:Flexing style to make better choices12ContentsConclusion213ForewordSECTION 1.State of play:Making critical decisions in the age of uncertainty5SECTION 3.The opportunities and pitfalls of data rationali

2、sm173Foreword Critical decision-making can make or break a company.Making high-quality,timely decisions about the questions that have a strategic impactwhether to acquire a company,to enter a new market,or to transform the operating modelaffects both short-term financial performance and long-term va

3、lue.One school of thought says that,while CEOs and senior executives have multiple responsibilities,their core responsibility is making good decisionsparticularly the ones that have significant consequences for their people and for their organizations financial health.In fact,over the past five year

4、s executives have noticed that high-risk decisions are landing on their desks more frequently than before.Executives accept responsibility for making critical decisions,but this research shows that they find it difficult to make good choices.While there are pockets of success,we found that businesse

5、s have a less than 50%success rate when it comes to their toughest decisionsfrom major technology choices to supply chain reorganizations.Also,48%of C-level respondents admit their organization has made a short-term decision that has had negative long-term consequences over the past 24 months.L.E.K.

6、strongly believes that CEOs and senior executives can get better at critical decisions.So,we designed this research,which surveys 400 senior executives in five countries,to diagnose where decision-making is going wrong and learn how to improve it.The research shows that one way to improve decision q