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Whoever is free of errors, better not make investment decisions

Among the multiple decisions that a person must make, it is presumed that investment decisions are one of those that should be more “rational”. This belief may be supported by different factors: their relevance, considering they have a strong impact on future well-being; and because they are decisions about “money”, which seems to make them more quantifiable and structured.

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Framing decisions or how Michelangelo sculpted David

On many occasions, we start making decisions to solve a problem long before we really understand why we want to solve it and what we want to achieve. By doing so, and without spending the necessary time in the first part, we may brilliantly solve the wrong problem.

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In times of trouble, sunk cost. How to make decisions looking ahead

There are many traps that our minds face when making a decision. There are many biases that divert our reasoning, leading us to make decisions with little clarity and sometimes obtaining dreadful results. However, one of these biases is perhaps the one that has the greatest impact on the results of our decisions, and often the one responsible for our decisions failing completely: the sunk cost bias.

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Not all roads lead to Rome

Experiencing the peace of mind of having considered and evaluated all possible strategies when deciding is a difficult dream to achieve. How does an executive know that key strategies have been evaluated? How can you avoid the fear of discovering a successful strategy too late? There are some key aspects that we could take into account.

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From reaction to sustainable change, strategies to capitalize the lessons we learnt

Last year was all about reaction. Businesses had to change their pace to adapt to a new world order. A year after the pandemic started, we are challenged to embrace and build on those changes. How do we leverage this new reality and drive long-term results?

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What not to do when working with Key Performance Indicators (KPIs)

The use of indicators that help us detect changes in those variables with greatest impact is key to carrying out corrective actions and capturing opportunities on time. However, not all indicators should be developed and managed the same way. Here are some of the most common mistakes in their use and how to avoid them.

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Risk in good times and bad

In general, as human beings, we seek to avoid uncertainty. We prefer the security that knowing what is going to happen gives us, we choose certainties over ambiguities. However, in business contexts, this attitude is extremely dangerous. How can we manage in advance the variables that affect us the most?

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With much room for doubt

In companies (and in life) we like certainties. We want to know how much we are going to earn, that a certain product launch is going to go well, or that a new digital business unit will be a success. However, how much knowledge do we have of these future events? Could we improve our business if we were not always so sure of everything?

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Warning, hazardous path!

We make decisions all the time, and even if we’re not trained to do so, we are supposed to do it right when seeking long-term success. However, if we are careful to study the processes that lead us to choose a given path, we will find there are a number of systematic traps affecting our behavior.

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How to get my team to decide once and for all: roles and responsibilities in decision-making

To make an agile decision, it is essential that decision makers are clear about the decisions they must make, know what their role is in the decision-making process and have the right process for making them. How to identify the roles of each player in the decision-making process and put them together in a team?

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