Value creation has long been a topic of great interest in management in general, and in strategic decision making in particular. Although many management approaches have described and explained what value "creation" means, some of them have focused on improving operations and therefore in value "delivery": how to align resources and activities to convert raw materials on finished products. Other approaches have focus on the “creation” of value for a particular type of stakeholders. This paper emphasizes the question of value creation as potential value, which revolves around the company's strategy; and also emphasizes the need to have a systematic and holistic approach that considers the different stakeholders of the company. If management doesn't understand the meaning of value, it could create something that is irrelevant to stakeholders. It will be shown that, in a competitive env...

This research project aims to demonstrate the efficiency of behavioral science tools on municipal tax compliance and public policy issues. Specifically, the impact of treatments carried out on taxpayers in the district of Villa María del Triunfo within a tax amnesty campaign is evaluated using the Differences in Differences model. For this, a sample of 10,000 taxpayers was provided, where the treatment group was given informational letters with messages that appealed to reciprocity, and the control group, letters with a standard message. In addition, from the treatment group, a subsample was taken to carry out a survey in which the perceptions of taxpayers about taxes and municipal management were collected to understand their motivations or barriers that influence the payment or not of taxes. their tributes. The latter was arranged with the purpose of providing greater support to the r...

This article describes and discusses the fundamental concepts of Econometric Analysis using a concrete application that allows illustrating the proper use of econometric techniques to econometrics students, and in general to people interested in using these techniques. The estimation period of the application covers 16 years, in which the author uses the aforementioned techniques to analyze the behavior of the manufacturing sector. To illustrate the concepts and use of econometrics in estimation and analysis, the “Stepswise” technique is used, which allows presenting the different statistics that indicate the degree of success achieved with each of the estimated equations, and the main problems of the analysis regression (multicollinearity, autocorrelation). In addition, criteria are presented to choose the best among the estimated equations. Finally, it is emphasized that the resear...

Project evaluation must consider both investment costs and completion times, both of which are subject to uncertainty. This article presents an approach to explicitly incorporate the uncertainty in the duration of activities necessary to complete a project. The PERT and CPM methods, widely adopted in industry and government since the 1950s, help manage the interdependence of project activities. Although originally differentiated by their handling of time and cost, these methods share the limitation of not adequately considering uncertainty. They use three-time estimates (optimistic, most likely, and pessimistic) for a "probabilistic analysis" of the critical path, but this approach does not address multiple scenarios nor adjust the critical path based on actual time variations. To overcome these limitations, an Excel model was developed that allows for a more appropriate probabilistic an...

Ronald A. Howard is widely recognized as the creator of the discipline of Decision Analysis, which offers not only a logical and quantitative methodology, but also a philosophy and language for dealing with problems in uncertain, changing and complex environments. This discipline has changed the way in which individuals, organizations and governments face strategic decision making. His innovative approach not only transformed the lives of his students and colleagues; it also left an indelible mark on numerous industry sectors.Personally, his teaching radically changed my professional outlook. From being a backward-looking econometrician, his guidance led me to become a Decision Analyst, understanding that the relevant information for decision making is in the future. This paradigm shift has been fundamental in my life and career.

In highly uncertain strategic contexts, such as those caused by climate change, technological disruption, or social and economic changes, business decision-making faces challenges that traditional approaches fail to adequately address. This article examines and compares two approaches to decision-making and risk management: the traditional approach—based on deterministic analysis and risk penalization through high discount rates—and the discipline of Decision Analysis (DA), developed by Ronald Howard at Stanford. While the traditional approach tends to assume a single projected future, ignoring or simplifying uncertainty, AD provides a structured methodology for modeling multiple possible futures, quantifying risks, and analytically separating the time value of money from uncertainty. A case study—the Minoro mining investment project—demonstrates how AD not only allows for unders...

El objetivo de este texto es familiarizar a los estudiantes de administración y economía con los conceptos y técnicas estadísticas y su aplicación al mundo de hoy, en una forma accesible y sin prerrequisitos matemáticos rigurosos. De esta manera se espera brindar a los estudiantes un medio para lograr un entendimiento conceptual sólido del papel de las técnicas estadísticas en el proceso de toma de decisiones. Se mostrará cómo estas técnicas ayudan tanto a los economistas como administradores a tomar decisiones en los sectores privado y público a través del desarrollo de su habilidad para analizar diferentes factores que influyen en el resultado de todo problema de decisión.

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 decision...

Para lograr el éxito en un entorno competitivo de negocios, las decisiones de asignación de recursos en todos los niveles de la organización deben basarse en la maximización de creación de valor. Aún más, el enfoque debe tener en cuenta no sólo los proyectos individualmente, sino que debe considerar los portafolios completos de propuestas alternativas. Para que estos portafolios de proyectos de inversión sustenten la creación y maximización de valor, deben alinearse con las estrategias corporativas y con las estrategias de las unidades de negocios, que respondan a los cambios en el entorno. Estos cambios inherentes a los mercados competitivos crean incertidumbres, que necesariamente deben ser tomadas en cuenta en el proceso de toma de decisiones. El enfoque desarrollado por Strategic Decisions Group (SDG) permite tomar decisiones de inversión de recursos en forma efectiva y c...