Dynamic change and risk will always make strategic decisions difficult and create the need for better decision methods. Over the past three years, we have seen much hype about the real options methods revolutionizing best practices in strategic decision-making. Enough actual experience has now been gained to see beyond the hype. Like other waves, such as scenario planning, EVATM, and VBM, there have been some truly valuable contributions from this innovation. In SDG’s upcoming e-Briefing, we will help you sort through what aspects of the real-options approach are worth keeping and what you can safely ignore.
We will discuss real options from a C-level perspective – CEO, COO, CFO, CIO, business unit leaders – focusing on business strategy. We will provide SDG’s view on:
- What you need to know
- What you may have been told, but should throw out
- What you should expect from your analytical support staff
- Using the interactive feature of the e-Briefing medium, you will be able to see your peers’ view on some key questions.
Speakers
Jim Lang, chief operating officer of SDG leads international project teams in strategy development and evaluation and in portfolio risk analysis in a variety of industries.
Carl Spetzler, chairman, specializes in strategy development, business innovation, and strategic change management for major financial institutions, capital-intensive companies, high-technology manufacturers, and systems businesses.
Rene Ho, a senior consultant, is experienced in strategy development and implementation in the information, automobile, electronics, financial services, and oil and gas industries.
Udi Meirav,a senior engagement manager, has helped clients establish shareholder value-based processes for resource allocation and new product evaluation; develop new service businesses and asset rationalization initiatives; and evaluate potential acquisitions.