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Executive Summer School
London School of Economics
Houghton Street
London
WC2A 2AE
 
Email: ess@lse.ac.uk|
Tel: +44 (0)20 3199 5378
 
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Strategic Decision Making for Management

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**This course is now full.  Please review our other strategy and leadership courses| where places may still be available.**

Enhance your strategic decision making capabilities through a unique approach that recognises the value of analysis and intuition in making high quality decisions. 

Dates:

23 – 27 June 2014 (Closed for applications)

Register here for a detailed course outline |

Teaching faculty: 
Dr Barbara Fasolo| and  Dr Gilberto Montibeller |

Decision making is a fundamental skill for any successful executive. But decisions at strategic level are hard to make. They require large amounts of resources and commitments, which may be irreversible. They involve long-term consequences that are hard to predict. And they require considering multiple, often conflicting, strategic objectives, which are difficult to balance, particularly in the presence of risk and uncertainty.

This executive course is suitable for:

  • Executives across every department of the organisation who are dealing, or are involved with, strategic decisions
  • Managers who will be in leadership positions in the future
  • Anyone dealing with important decisions, either in private or public organisations, as well as small enterprises.

Programme benefits:

During the course's very interactive five days, participants will increase their strategic decision making capabilities on several fronts:

  • Learn a robust framework for analysing decisions with multiple objectives and uncertainties;
  • Master decision modelling capabilities for representing complex strategic decisions;
  • Develop decision software skills for supporting strategic decisions;
  • Gain hands-on experience on modelling strategic objectives and value trade-offs, as well as uncertainties and risks;
  • Learn how to assess the performance of strategies and choose high-value strategic options;
  • Master the key principles of behavioural decision science;
  • Learn how to better tackle decision problems that are hard to solve analytically, for lack of time, data, computational ability, or too much information;
  • Become alert to systematic cognitive biases and traps that operate on individuals and groups and learn how to overcome them.
  • Make better intuitive judgements in strategic decisions.
"Thank you for creating one of the most inspiring weeks I have had in many years."
Simen Revold, Director, Carlsberg group

A step beyond the traditional

Traditional courses on strategy focus on environment analyses and a hyper-rationalistic prescription of generic positioning strategies. This approach, however, neglects that each organisation is unique, with its own strategic objectives, capabilities and strategic options – and that strategic decision making is at the core of any successful strategizing process. For these reasons our approach is focused, instead, on enhancing strategic decision making capabilities, recognising that both analysis and intuition are necessary for high quality decision making.

A unique approach

This unique course is designed to enhance your decision capabilities when confronted with strategic choices, when searching for decision opportunities, and when designing strategies – both in conditions where there is sufficient time to conduct analyses and when there is only time to choose intuitively. The course will improve your analytic and intuitive abilities to make strategic decisions under such tough conditions.

 “I am of the view that theoretical knowledge combined with hands on experience is the best mantra to be able to make strategic decisions. At the LSE Summer School a perfect amalgamation of the above mentioned factors were offered.”

Patrick Zemann, Team Lead, Siemens AG

Our client list includes;

    • Abu Dhabi Quality and Conformity Council
    • Accenture
    • Alcatel-Lucent
    • BASF Antwerpen N.V
    • Campari Benelux SA
    • Carlsberg
    • London Rail
    • Clifford Chance
    • Commonwealth Bank of Australia
    • Danish Ministry of Culture
    • Digital China Holdings Ltd
    • Dutch Healthcare Authority
    • Emirates Steel
    • European Central Bank
    • European Patent Office
    • Financial Services Authority
    • Google UK
    • Hiscox Insurance
    • HSBC
    • ING Insurance
    • Mastercard Advisors
    • Petrobras
    • Secretary Statistics Division. Gov. of Pakistan
    • Siemens AG
    • Solicitors Regulation Authority
    • Standard Chartered Bank
    • The Danish Building and Property Agency
    • The New Zealand Earthquake Commission
    • UN Environment Programme
    • Vale Manganese France
LSE Executive Summer School Participant Profile LSE Executive Summer School Participant Profile LSE Executive Summer School Participant Profile
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 Executive Participant Profile

Nissar Gabriel
Sales Manager
SR Technics - Mubadala Aerospace MRO Network


"LSE holds a strong reputation for its state-of-the-art knowledge and research. The environment at the university and the possibility to meet intellectually inspiring people motivated me to choose the Executive Summer School as a way to sample this environment, merging it with the executive and senior level experience of the participants.

I have been reading about the subject of my course of choice for a while, the course helped me to put together the previous knowledge I had with new insights. Due to its intense form we were able to cover a good range of the actual research on the field focusing on the latest developments. That was inspiring. The distinctive point on it was the possibility of applying the theory acquired direct to an actual existing problem.

The extremely diverse group of participants, from different industries, private sector to government, and different parts of the world, from Brazil to New Zealand, helped to keep the classes buoyant; whether the group work helped the specific application of the general knowledge it was essential to have experienced participants that could communicate the details of their cases with clarity and precision.

I see as an advantage the possibility to interact with professionals of other areas, to see issues of my company through other perspectives, find the similarities, see the issues as branch independent, and hear solutions that were applied in those other fields. Enriching!

To meet experienced people with a broad world view and sharp minds, the chats were a pleasant complement to the classes and stand up as a valuable asset unique to the LSE executive education." 

 

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