Dr Simon Haslam is a Chartered Director, strategy consultant and strategy programme lead at the Institute of Directors. He is a Visiting Fellow at Durham University Business School and co-owns the research and consulting firm FMR Research. He consults internationally to public,private and third sector organisations.Dr Ben Shenoy helps organizations apply behavioural insights to a variety of business issues, through executive education, speaking engagements and applied research. He is a Visiting Professor at The London School of Economics and Director of the Business Insights Lab at the University of Surrey.

"This book presents fresh insights and a contemporary perspective based on an iterative, non-linear approach to strategic decision making. It offers a holistic framework for organizations seeking to adapt to the chaotic and challenging times of the 21st Century."

• Chapter - 00: Introduction - Why Strategic Decision Making needs to become Discovery-led;Chapter - 01: The World is Changing, but we don’t always see it;Chapter - 02: Organizational Inertia - Why Enterprises find it Difficult to Change;Chapter - 03: Top-down Decisions;Chapter - 04: Middle-Out Decisions;Chapter - 05: Discovery-Led Decision Making;Chapter - 06: Mode I - Framing;Chapter - 07: Mode II - Experimenting;Chapter - 08: Mode III - Scaling;Chapter - 09: Implications for Organisations;Chapter - 10: The Force that is You

Dr Simon Haslam is a Chartered Director, strategy consultant and strategy programme lead at the Institute of Directors. He is a Visiting Fellow at Durham University Business School and co-owns the research and consulting firm FMR Research. He consults internationally to public,private and third sector organisations.Dr Ben Shenoy helps organizations apply behavioural insights to a variety of business issues, through executive education, speaking engagements and applied research. He is a Visiting Professor at The London School of Economics and Director of the Business Insights Lab at the University of Surrey.

"This book presents fresh insights and a contemporary perspective based on an iterative, non-linear approach to strategic decision making. It offers a holistic framework for organizations seeking to adapt to the chaotic and challenging times of the 21st Century."

• Chapter - 00: Introduction - Why Strategic Decision Making needs to become Discovery-led;Chapter - 01: The World is Changing, but we don’t always see it;Chapter - 02: Organizational Inertia - Why Enterprises find it Difficult to Change;Chapter - 03: Top-down Decisions;Chapter - 04: Middle-Out Decisions;Chapter - 05: Discovery-Led Decision Making;Chapter - 06: Mode I - Framing;Chapter - 07: Mode II - Experimenting;Chapter - 08: Mode III - Scaling;Chapter - 09: Implications for Organisations;Chapter - 10: The Force that is You

Dr Simon Haslam is a Chartered Director, strategy consultant and strategy programme lead at the Institute of Directors. He is a Visiting Fellow at Durham University Business School and co-owns the research and consulting firm FMR Research. He consults internationally to public,private and third sector organisations.Dr Ben Shenoy helps organizations apply behavioural insights to a variety of business issues, through executive education, speaking engagements and applied research. He is a Visiting Professor at The London School of Economics and Director of the Business Insights Lab at the University of Surrey.

"This book presents fresh insights and a contemporary perspective based on an iterative, non-linear approach to strategic decision making. It offers a holistic framework for organizations seeking to adapt to the chaotic and challenging times of the 21st Century."

• Chapter - 00: Introduction - Why Strategic Decision Making needs to become Discovery-led;Chapter - 01: The World is Changing, but we don’t always see it;Chapter - 02: Organizational Inertia - Why Enterprises find it Difficult to Change;Chapter - 03: Top-down Decisions;Chapter - 04: Middle-Out Decisions;Chapter - 05: Discovery-Led Decision Making;Chapter - 06: Mode I - Framing;Chapter - 07: Mode II - Experimenting;Chapter - 08: Mode III - Scaling;Chapter - 09: Implications for Organisations;Chapter - 10: The Force that is You