As the world has grown more interconnected and complex, making decisions that are effective and actioned without major, unexpected consequences has become harder to achieve. Indeed, many executives are becoming both decision-averse and risk-averse.

Recent events have made these conditions even more pronounced.



Centralised control is being replaced by small, creative units. And making decisions that take account of all relevant issues is perceived as increasingly risky and tricky.

Being asked to ‘think the unthinkable’ is regarded by many as unachievable.

Decision-making in a totally unfamiliar environment is frighteningly hard unless one has a system that helps one go through a disciplined process leading to a useable outcome.