McKinsey Global Survey Results
Flaws in strategic 사설 카지노 making
Irrational thinking doesn’t just affect individual economic 사설 카지노s; it affects corporate strategic planning as well. These results highlight the practices of companies that have made successful strategic 사설 카지노s—and also reveal what the same companies have gotten wrong.
January 2009
Since its inception nearly three decades ago, behavioral economics has upset the pristine premise of classical economic theory—the view that individuals will always behave rationally to achieve the best possible outcome. Today it’s clear that the vagaries of individual and group psychology can cause irrational 사설 카지노 making by both individuals and organizations, resulting in less than ideal outcomes. Even the best-designed strategic-planning processes don’t always lead to optimal 사설 카지노s. A recent survey by McKinsey attempts to assess the frequency and intensity of the most common managerial biases in companies. Specifically, we asked executives about a single recent strategic 사설 카지노 at their companies that had a clearly satisfactory or unsatisfactory outcome, focusing on the role that various biases may have played.1
It’s evident from the results that satisfactory outcomes are associated with less bias, thanks to robust debate, an objective assessment of facts, and a realistic assessment of corporate capabilities. A few clear paths to making successful 사설 카지노s also are apparent. But even when a 사설 카지노 had a satisfactory outcome, executives note several areas where their companies aren’t all that effective, such as aligning incentives with strategic objectives and forecasting competitors’ reactions.2Also notable is that companies that typically make good 사설 카지노s focus more on their own ability to execute than other companies do, regardless of the outcome of the particular 사설 카지노 described in the survey.
Notes
1The McKinsey Quarterlyconducted the survey in October 2008 and received responses from 2,207 executives representing a global range of industries, regions, and functional specialties.
2This is in line with the results of another survey on how 사설 카지노 respond to competition. See “How 사설 카지노 respond to competitors: A McKinsey Global Survey,” mckinseyquarterly.com, May 2008.
When all goes well
Most companies work hard to make their strategic 사설 카지노-making processes as rigorous as possible. And when executives are satisfied with the outcome of their 사설 카지노s, they tend to rate their companies’ processes highly in terms of practices that avoid many biases, though some do creep in (Exhibit 1).3
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