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Informally known as “S-Curves”, these lines (which represent all the values that a variable or a result can adopt for each level of inverse cumulative probability) are particularly useful to compare; different projects, different technical approaches or different locations of the same project. As we descend on the “Y” axis,
Decision Quality (DQ) and Decision Analysis (DA) are transformative tools propelling organizations towards excellence, equipping leaders to navigate complexity, embrace uncertainties, and ensure sustainable growth. Let´s delve into the origins, evolution, advantages, and practical applications of DQ and DA, to redefine the art of decision-making for today’s visionary leaders. Pioneering
Have you ever tried to measure the potential value of enhancing your company’s strategic decisions systematically? Wondering about the starting point, skillset, and relative importance compared to other initiatives? The subject is as fascinating as extensive and benefited from the contributions of numerous experts that devoted their life to disciplines
Have you ever suspected that gut feelings and lots of spreadsheets full of data might not be enough to support critical investment decisions in contexts of uncertainty? If you did, you were right. Why? Because: A single deterministic case, assuming values for each key variable, simply neglects the risks Additional
Probabilistics can be seen as “a dimension”. A new dimension you and your team can add to the analysis. With a full probabilistic model, the outcomes of any technical or economic analysis are not points or curves but ranges. Because to make great decisions you need to anticipate all the
Almost surely you make your most critical personal decisions based on statistics, right? Although the price is important, you will never choose to fly an airline that fails to land safely and on schedule 25% of the time. It is true that your next trip could also end badly in
A well structured “problem framing” session will allow the team to better understand and define the business opportunity at hand before jumping too early into “solutions mode”. Only after clearly identifying the true boundaries of the “decision space” will the team be able to explore options. Without proper framing, the
