Solving the problems of today’s strategy development process

Breakthrough strategies—those exceptional perceptions, are at the core of what makes a firm successful and beat the competition. And in today’s furiously competitive environment, a firm must produce breakthrough strategies and ideas consistently. However, the present process of developing strategies imposes some major difficulties that impair that critically needed flow of breakthrough ideas—and without abundant breakthroughs… you lose. Here is how the present process inflicts impediments to conceiving breakthrough strategies, and how the Decision Breakthrough Technology software can help eliminate them and help unleash the vital production of excellent breakthroughs.

How to make breakthrough decisions quickly

Most executives believe their decision making skills are above average, which means to stand out one’s decisions have to be exceptionally good, breakthrough level. Breakthrough decisions are prized, since it is breakthrough decisions that truly drive the firm ahead and enable it to be successful.

To make a breakthrough decision is neither simple nor easy since there is no overall approach or theory to achieve them— that is, until now. We herein present the Theory of Breakthrough Decisions along with the Decision Breakthrough Technology software.

How to achieve breakthroughs with competitive bidding

Competitive bidding is one of the most high-pressure situations an executive must face, and if there ever were an area where breakthrough thinking was needed, this is it. In order to win a contract or deal, one often must bid against other competitors who also want to win the deal and to soundly defeat you. Consider a representative person in that situation, John, who, being astute, knows that to win the deal, he has to conceive a breakthrough idea, something exciting and impressive that sways the customer on cost, deliverables, or both. Most major construction or investment projects, acquisitions and other big-ticket activities require bidding against others. The pressure on John was extremely high, and you could see it in his brow due to the very real possibility of losing, and if he lost, he knew from experience that the fingers would be pointed at him. Somehow and even if the odds were against him, the other executives in his firm would think that his job was to beat the odds.