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9781032600659

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Reviews

""In this illuminating book, Professor White explores why leaders make poor decisions and provides an extensive toolkit to navigate through the messy realities of making strategic choices. The Carillion case illustrates what can go horribly wrong when executives fail to think through the consequences of their actions.” Professor Gianvito Lanzolla, Professor of Strategy and Digital Transformation, Bayes Business School, City, University of London “Strategic decision-making is vexing, pulling leaders in opposing directions amid growing complexity, change, and uncertainty. Jeremy White’s Make Better Strategic Decisions: How to Develop Robust Decision-making to Avoid Organisational Disasters is a must-read, offering deep insights and actionable practices to help leaders navigate strategic challenges.” Marianne W. Lewis, Author of Both/And Thinking: Embracing Tensions to Solve Your Toughest Problems; Dean and Professor of Management, University of Cincinnati ""Jeremy White's book wonderfully does what it says on the tin: it gives a guide to strategic decision-making for leaders in the real world, facing complexity and difficulty and human frailty. It's based in experience and reality. And it's invaluable for the leaders of the future."" Lord Chris Smith, former Secretary of State for Culture

"""In this illuminating book, Professor White explores why leaders make poor decisions and provides an extensive toolkit to navigate through the messy realities of making strategic choices. The Carillion case illustrates what can go horribly wrong when executives fail to think through the consequences of their actions.” Professor Gianvito Lanzolla, Professor of Strategy and Digital Transformation, Bayes Business School, City, University of London “Strategic decision-making is vexing, pulling leaders in opposing directions amid growing complexity, change, and uncertainty. Jeremy White’s Make Better Strategic Decisions: How to Develop Robust Decision-Making to Avoid Organisational Disasters is a must-read, offering deep insights and actionable practices to help leaders navigate strategic challenges.” Marianne W. Lewis, Author of Both/And Thinking: Embracing Tensions to Solve Your Toughest Problems; Dean and Professor of Management, University of Cincinnati ""Jeremy White's book wonderfully does what it says on the tin: it gives a guide to strategic decision-making for leaders in the real world, facing complexity and difficulty and human frailty. It's based in experience and reality. And it's invaluable for the leaders of the future."" Lord Chris Smith, former Secretary of State for Culture"

Author Information

Jeremy N. White is a tech entrepreneur with forty years’ experience in Europe and the United States, having taken three of his companies public. He serves on the board of Pepperdine University and is a visiting professor at Bayes Business School in London.

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