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Decision making in a complex world.  By focusing on how we make decisions, we introduce the factors involved in decision making and explore the processes individuals and organisation go through when trying to rationalise complexity.  By drawing comparisons between the chaos of combat and the challenges faced by big data, we introduce hard fought lessons from military planning to overcome information paralysis.

How to foster innovation amid complexity.  The information age and big data results in ever more opportunity and need to do things differently. In the lecture, we explore the concept of foresight and identifying opportunities.  We then look at how to link innovation to strategy to ensure these opportunities can be exploited.


The value of mission command.  This lecture introduces military philosophy of ‘mission command’. It aims to explain how its application can be applied to overcome the challenges of managing large organisations in dynamic and uncertain environments.

How do we make decisions?  We explore the seven factors that affect how we make decisions as both individuals and as organisations and then introduce ways of improving our decision-making abilities.

Leadership and organisational culture.  Leadership and organisational culture are ‘symbiotic‘.  We all have different ideas of what leadership is.  But if we don’t understand organisational culture we are only focusing on half the problem.  Using examples of both organisations successes and failures, this lecture focuses on the relationship between these two fundamental factors to achievement.

Strategy, Tactics and planning: Linking your vision to your day to day activity.  The challenge of closing the gap between strategy and execution is growing. This is because we live in an increasingly chaotic, competitive, dynamic and unpredictable world.  This lecture explains the end to end process of linking ethereal strategic visions to clear tangible and above all achievable objectives.                                                                      

Knowing what you need to know: Becoming data centric.  In this lecture, we demonstrate the process of breaking down complex problems into smaller manageable chunks, identifying what you need to know and linking this requirement to a potential source.  This is the first step to creating a data strategy.                                                                   

Double loop learning and measuring effectiveness: testing assumptions. Using military examples, this lecture explores how by testing base assumptions, the relationship between cause and effect can be better understood.  By undergoing double loop learning, organisations are not only better at identifying and where they are getting things wrong, but are also far more agile at adapting to changing environments.                                                                   

Changing Behaviours: In this lecture, we show how we can understand a target audience by harnessing the power of Big Data predicative analytics.  This understanding can be combined with targeted information campaigns to change people attitudes and untimely their behaviours.                                                                    

Sensor to target matching: Obtaining information from the world around us.  To truly understand what is going on in the world around us, we must understand the both the capabilities and limits of the sensors we use to construct out mental models.  By employing a systematic approach that relates the target to it signatures and the signature to the sensors, we not only construct better more accurate models, but also see thing that others don’t.                                                                

Fusion: the power of connected networks.  The sum of the data is greater than the parts.  By connecting the nodes, clusters and relationships in networks with the patterns, trends and unfamiliar events over time, we can begin to understand the world around us?                                                                  

Leading teams under pressure: OODA Loops and mental models. Speed is often better than accuracy.  Decisive, fast acting leadership may be appropriate in the initial response to a crisis.  However, unbounded ad ill-structured problems often benefit from a more reflective approach tat employs adaptive reasoning.  We need to recognise when to think fast or slow.  I this lecture, we explore the human decision making process an introduce the concept of the OODA loop and explain how it relates to organisations.  Using examples, we explain why it is not the strongest organisation that survive but he ones that are most adaptive.