In the News

Decision-Making in the News

November 21, 2017

We for She Conference Offers Strategies to Increase Much-Needed Diversity in the Workplace

When you get a more inclusive group decision-making process, you get a better answer because there are more ideas on the table. If we want a better future, we’re going to need a more varied workforce.”
November 15, 2017

Data-Driven Decision Making: Beware Of The HIPPO Effect!

Beware of the HiPPO in the room. When a HiPPO (highest paid person’s opinion) is in play, your organization is most likely not relying on data to inform decision-making. In fact, I believe the HiPPO effect is one of the biggest barriers to more evidence-based and data-driven decision-making. With the quantity and quality of data available today, it is just poor business for organizations to ignore data in favor of making decisions solely based on what the HiPPO wants done.
November 13, 2017

Good Strategy Execution Requires Balancing 4 Tensions

Getting strategy done well often calls for trade-offs between delivering short-term results and implementing foundational changes that require time. Yet companies that can achieve a balance between opposing forces are far more likely to realize successful strategies that endure.
November 10, 2017

Three Ways to Generate Profit with the Data You Already Have

A common approach when starting an analytics project is to ask what questions you would like the analysis to answer. But if your goal is to drive actionable analytics that monetize your data, you need to start at a different point.
October 23, 2017

Media Advisory

      Definitive Business Solutions, Inc. to showcase Definitive Pro™ at WTS2017   WHAT: The fourth annual Washington Technology Showcase 2017   WHO: Terry McAuliffe, the 72nd Governor of Virginia Richard Byrne, SVP for Programs and Technology, MITRE Dawn Halfaker, President and CEO, Halfaker and Associates, LLC Chuck Howell, Chief Engineer, Intelligence Programs and Integration, MITRE John R. Sammarco, President, Definitive Business Solutions, Inc.   WHEN: Wednesday, October 25, 2017 […]
October 19, 2017

When Should Leaders Own a Decision and When Should They Delegate?

Leaders earn their keep by making smart decisions. But sometimes the smartest decision is to delegate that decision to someone else. Every decision fits somewhere along a risk continuum. An ugly shade of green in the hallway is not necessarily going to damage the brand, but an ill-timed acquisition might—just as hiring a single underwhelming employee will have fewer consequences than the decision to outsource a functional area for twelve global offices.
September 28, 2017

New Research: Diversity + Inclusion = Better Decision Making At Work

Every day there are more headlines about the challenges of workforce diversity. A focus on diversity often means a focus on hiring, and even with substantial investments of time and money, it takes years to turn the tide for companies with thousands of employees.
September 22, 2017

Innovation in Policy Analysis: AHP Applied to the Israeli–Palestinian Conflict

Finance for Impact participated in a University of Pittsburgh seminar on conflict resolution. The originality of the session consisted in applying the Analytic Hierarchy Process (AHP) methodology to one of the most complex international crisis, the Israeli–Palestinian conflict and, in particular, the refugee issue.
September 20, 2017

Management Studies: Dishonesty Shift

Lying comes more easily to people in teams: Behavioral scientists at Ludwig-Maximilians-Universitaet (LMU) in Munich have shown in an experimental study why groups are more likely to behave unethically than individuals.
August 25, 2017

Use of the Analytic Hierarchy Process for Medication Decision-Making in Type 2 Diabetes

The study aim to investigate the feasibility and utility of the Analytic Hierarchy Process (AHP) for medication decision–making in type 2 diabetes. The AHP is feasible and useful to make decisions about diabetes medications. Future studies which incorporate stakeholder preferences should evaluate other decision contexts, objectives, and treatments.