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Eidos Rondel 1000

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The figures applied in strategic thinking either rely on data for the past or are based on qualitative assumptions that are rarely documented. Connecting quantitative and qualitative analysis adds a lot of value in decision-making.

Political analysis
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Political analysis
Strategies greatly depend on the political environment and need to fit into the legal framework.

Customer feedback
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Customer feedback
It's crucial to understand your clients' needs and the thinking behind them. Ask them directly or use surveys, observe client activity and/or run tests.

Engineer's know-how
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Engineer's know-how
Good business decisions should include the knowledge of engineers. They know from experience if one idea or another could work or at least they are willing to explore the possibility.

Gut feeling
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Gut feeling
doesn't actually exist. People think that they make a decision based on a feeling. This feeling is always a result of a mix of experience, good thinking and evaluations.

Trends & Drivers
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Trends & Drivers
Business and political decisions need to take trends and drivers into consideration. The latter is more difficult because of their higher degree of uncertainty and unpredictable impacts.

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Options and Alternatives
The development of options is the critical part of strategy development and the best example why tool-based reasoning is of extremely high value.

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It’s a good idea to think about the stakeholders when making important decision. Thinking about their point of view can be a challenging task, but it should be part of good decision-making processes.

Future scenarios
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Future scenarios
Thinking about the future is needed in order to make better decisions today. The development of scenarios is not rocket science but it is good thinking – as well as extremely valuable in decision-making.

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Pairing insights with instinct is a good combination to enrich decision-making and to generate better results than your competitors.

EIDOS bridges the gap between different "Worlds of Thinking"

Linking qualitative and quantitative reasoning

Strategist’s View

Sees the big picture – scenarios of the future, systemic analysis of today as reference points for defining the overall roadmap.

Marketing/Business View

Discussions and assumptions about future development as well as risk analysis lead to different evaluations of business success and business value over time.

Finance View

Contracts and business cases are often based on assumptions derived from talking with sales people about growth rates and future sales performance. How can we cope with new insights and verify their impact?

Visionary’s View

Qualitative reasoning is necessary here because it is not possible to predict the future based on past outcomes.

Legal/Admin View

Transparency and documentation of both qualitative and quantitative aspects of processes and decisions belong to today’s compliance requirements.

Engineer’s View

Balancing sound experience with project promises. Challenging business cases that are often based on biased assumptions about the future.