Creating More and Better Alternatives for Decisions Using Objectives
The quality of alternatives is crucial for making good decisions. This research, based on five empirical studies of important personally relevant decisions, examines the ability of decision makers to create alternatives for their important decisions and the effectiveness of different stimuli for improving this ability. For decisions for which the full set of potentially desirable alternatives is not readily apparent, our first study indicates that decision makers identify less than half of their alternatives and that the average quality of the overlooked alternatives is the same as those identified. Four other studies provide insight about how to use objectives to stimulate the alternative-creation process of decision makers and confirm with high significance that such use enhances both the number and quality of created alternatives. Using results of the studies, practical guidelines to create alternatives for important decisions are presented.
Industrie 4.0 und Controlling: Erste Konturen Zeichnen sich ab
Veröffentlichung Schlüchtermann, Jörg; Siebert, Johannes U. “Industrie 4.0 und Controlling: Erste Konturen zeichnen sich ab“. Schwerpunktheft „Controlling & Industrie 4.0“ der Controlling:Zeitschrift für erfolgsorientierte Unternehmenssteuerung, August/September 2015, 461-465. DOI: 10.15358/0935-0381-2015-8-9-461 This paper discusses the economic potentials of Industry 4.0, its interaction with Big Data, and provides implications for companies in general and for management control in particular.
Constructing a comprehensive strategic objectives network for an Energy Supplier
Germany is facing a huge disruptive change in its energy system. The speed of the transition from the fossil fuel and nuclear energy age to the renewable energies had been tremendously accelerated after Fukushima and the government´s decision to phase out of nuclear energy in the next 10 years. Therefore, traditional German utilities must make far-reaching decisions for ensuring long-term competitiveness. For that purpose, they need to define the future strategy and to agree on the right steps for its implementation. In the following 20 years decentralized renewable energy solutions, cost intensive offshore wind parks and the decommissioning of centralized conventional power plants have to be planned and realized. However, like in other industries, there is the tendency to deal with various decision problems isolated from each other without focusing on the big picture. Thereby it is often only vague defined what and how should be achieved. Furthermore, the search…