An organisation often has several strategic decision-makers. Depending on the size of an organisation, it is the ‘supervisors’, the board of directors and strategic managers who take strategic decisions. Internal or external advisors and ICT software experts often also play an important role.
Only when those involved start from the same source of knowledge, methods and techniques can it be expected that strategic decisions are taken reliably and software supports that reliably. This starting point obliged the author to write thematically, so that the reader continues to experience the red thread if he or she has not (yet) read one or more themes in this book.
Theme A covers the theory of validation of the theoretical model and the causal relationship with Strategic Decision Making, and concludes that in this book the validity and reliability of the author’s methods and techniques can be considered proven.
Themes B and C provide a theoretical and practical insight into conventional decision techniques and the ‘Objectives Realization Priority-Model’; the latter being the methodological basis of the methods, techniques and unique, previously unpublished algorithms in this book. On the basis of this model, a decision-maker’s team can make (or have made) a reliable decision design.
In themes D and E, techniques are explained with which ‘input-output selections’ are made and the ‘Brus Relativity Theory of Schaling’ is discussed. This last topic in particular is the foundation of ‘Reliable Strategic Decision Making’ and the algorithms.
Theme F deals with the methodology of the RP-Matrix® and RP-Index® and in G the principles of ‘testing’ these. Theme H deals with the ‘Brus Multi
Criteria Decision Algorithms’ and (I) the reliability tests thereof and in J a Decision Tree is discussed that offers support in taking decisions. Theme K deals with the process from data input to results.
Theme L contains some references of decision work of the author that started in 1996 with a large customer: the Dutch ‘Van Lanschot Bank’. The references concern different Strategic Goals that are characteristic for different types of organisations, such as SMEs, multinationals, government, healthcare, etc.
