To achieve success in a competitive business environment, the decisions to allocate resources in every level of the organization must focus on value creation and maximization. Further, the approach must address, not only the individual projects, but whole portfolios of proposed alternatives. For these investment project portfolios to support value creation and maximization, they must be aligned with the corporate and business unit strategies, which respond to the changes in their business environment. These changes, inherent to competitive markets, create uncertainties making the resource investment decisions difficult. Therefore, the companies must find ways to make quality decisions in the face of these uncertainties.   The approach developed by Strategic Decisions Group (SDG) allows taking investment decisions in an effective way and meets the goal of value creation and maximization ...

The strategy-making process, for Henry Mintzberg and others, is seen as an impenetrable 'black box' for planners, around which they work, providing some of its inputs, programming its outputs as well as encouraging strategic thinking in general. The challenge is how to open this 'black box' to generate creative and doable strategies, to evaluate them and choose the most favorable for the company.   The Strategic Decisions Group (SDG) process allows to generate alternative strategies; which are evaluated given the relevant information and the c/early established decision criteria to determine the potential value and risk associated with each strategy. This process is efficient and well balanced; it does not waste time and resources in issues that are not crucial to the decisions that define the strategy, concluded in a timing manner and tend to 100% of quality on the content of the decis...