1484234944 by Unknown

Author:Unknown
Language: eng
Format: epub
Published: 2018-02-28T03:55:01+00:00

CHAPTER 8

Clearly Communicate

the Intentions of

Decision Strategies

The strategy table requires a good deal of thought to create, but to an outsider to the current decision process the results will look simply like a mechanical combination of alternatives. The strategy table does not communicate well the meaning and context of each decision strategy or record the thinking that went into its construction. This is the point at which we provide that context so that the decision team members can continue to discuss the strategies in a consistent manner and so that others who are not centrally involved in the planning process (yet might have some peripheral, yet important,

contribution) can appreciate the direction of our thought process. We provide the context and definitions in a qualitative description or strategy rationale for each decision strategy.

Just as is the case with the strategy table, the qualitative descriptions do not tell us what to choose or how to choose it. They are simply a device that provides a succinct description of the strategies being considered with enough requisite detail so that when we discuss these strategies with members of the decision team or others, referring to the name of the strategy is enough to have a meaningful discussion without a tedious recollection of exhaustive details. The practice among my colleagues is to provide these descriptions on one page per strategy in the following form:

1. Name: This is simply the name of the strategy.

2. Description: Provide a short rationale for why this strategy is being

considered and what its key theme addresses.

3. Objectives: Describe the compelling goals and objectives that

might be obtained.

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© Robert D. Brown III 2018

R. D. Brown III, Business Case Analysis with R, https://doi.org/10.1007/978-1-4842-3495-2_8

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