ABSTRACT
Everything begins with change. In a lot of cases, we have little choice in influencing what, how, and when the change comes about. We always fight with the change even when the change is good.
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Situations always change. One individual cannot predict everything in advance and decide everything in advance. ere is a big gap called uncertainty in between information available, biases, decision-making ability, and decisions made. e decision-making process depends on business culture, leadership, processes, and strategic control. A decision-making executive must have a sort of control system, which will help him or her to detect compliance to the company strategic goals, as well as an ability to be proactive and quickly reposition the organization in case of unexpected changes. It could be called detect and control capability, similar to a closed-loop control system. When an organization stops to respond to outside changes, because of the inability to sense them at the right time, this organization will be dead soon. To react, you can afford to go “by the book.” To prevent, you need something more than a book filled with policies and procedures. You have to define, improve, and develop business processes through a closed-loop measurement and analysis improvement process, but what is most important is a flexible framework that will support three main organizational components: people, process, and technology.
