Be the first to know when new training courses are scheduled or dates are updated.
We run this course regularly across Nairobi, Mombasa, Kampala, Dar es Salaam, Kigali, Johannesburg, Dubai, Singapore, China and many more locations. The next intake dates will be published here shortly.
Need it sooner? Reach out and we'll fast-track a session for you or your team.
Prefer email? Submit a scheduling request and we'll get back to you shortly.
The Executive Decision Making Executive Training Course is a comprehensive executive development programme designed to strengthen the strategic thinking, analytical judgement, problem-solving, leadership, and decision-making capabilities of Chief Executive Officers, board members, directors, senior managers, policymakers, and organisational leaders. The course examines executive decision making, strategic decision making, critical thinking, analytical thinking, problem solving, evidence-based management, data-driven decision making, risk analysis, scenario planning, strategic foresight, financial decision making, behavioural economics, leadership judgement, and organisational performance. Participants learn how to structure complex executive decisions, define strategic problems accurately, identify viable alternatives, evaluate competing priorities, assess risks and opportunities, interpret evidence, challenge assumptions, and make timely decisions aligned with organisational strategy, governance responsibilities, stakeholder expectations, and long-term value creation.
The programme provides practical frameworks for making high-quality decisions under conditions of uncertainty, complexity, time pressure, incomplete information, competing stakeholder interests, and rapidly changing operating environments. Participants examine decision trees, cost-benefit analysis, multi-criteria decision analysis, scenario analysis, sensitivity analysis, probability assessment, risk-return analysis, root-cause analysis, systems thinking, strategic options analysis, forecasting, business intelligence, executive dashboards, and decision-support tools. Particular emphasis is placed on distinguishing symptoms from underlying problems, evaluating the quality and relevance of available information, understanding trade-offs, managing uncertainty, determining appropriate decision criteria, assessing potential consequences, and establishing transparent decision processes that improve executive accountability and organisational outcomes.
Effective executive decisions are influenced not only by data and analytical models but also by human judgement, organisational culture, leadership dynamics, cognitive biases, emotions, incentives, ethics, politics, stakeholder relationships, and group behaviour. The Executive Decision Making Executive Training Course therefore examines behavioural decision making, confirmation bias, anchoring, overconfidence, availability bias, framing effects, groupthink, escalation of commitment, loss aversion, ethical dilemmas, emotional intelligence, executive communication, negotiation, conflict management, and collaborative decision making. Participants develop practical techniques for challenging assumptions, encouraging constructive dissent, improving boardroom and executive-team discussions, avoiding common decision traps, balancing intuition with evidence, and creating an organisational culture in which difficult decisions can be debated objectively and implemented effectively.
The course further examines the rapidly evolving role of Artificial Intelligence, Generative AI, predictive analytics, big data, business intelligence, digital dashboards, decision intelligence, and automation in executive decision making. Participants learn how leaders can use technology to improve forecasting, scenario development, information synthesis, risk analysis, resource allocation, strategic planning, and performance management while maintaining appropriate human oversight, accountability, data governance, cybersecurity, privacy, ethical standards, and critical judgement. Through executive presentations, practical decision simulations, analytical exercises, scenario workshops, facilitated discussions, collaborative activities, and relevant general case studies, participants develop an Executive Decision Making Action Plan integrating decision frameworks, evidence requirements, strategic priorities, stakeholder considerations, risks, governance responsibilities, implementation mechanisms, and measurable performance outcomes.
By the end of the Executive Decision Making Executive Training Course, participants will be able to:
1. Understand the principles, frameworks, processes, and leadership responsibilities associated with effective executive and strategic decision making.
2. Define complex organisational problems accurately by distinguishing symptoms, root causes, assumptions, constraints, dependencies, and underlying strategic issues.
3. Apply critical thinking, systems thinking, analytical reasoning, creative problem solving, strategic thinking, and evidence-based management to executive decisions.
4. Use structured decision-making tools including decision trees, cost-benefit analysis, multi-criteria analysis, scenario analysis, sensitivity analysis, risk assessment, and strategic options evaluation.
5. Identify and manage cognitive biases, emotional influences, groupthink, organisational politics, information limitations, and behavioural factors affecting executive judgement.
6. Apply data analytics, business intelligence, executive dashboards, Artificial Intelligence, Generative AI, forecasting, and predictive insights responsibly in decision-making processes.
7. Make effective strategic decisions under uncertainty, ambiguity, complexity, time pressure, crisis conditions, and rapidly changing organisational environments.
8. Integrate financial, operational, strategic, risk, ethical, stakeholder, ESG, governance, and organisational considerations into major executive decisions.
9. Strengthen collaborative decision making, stakeholder engagement, executive communication, negotiation, implementation accountability, and post-decision evaluation.
10. Develop a practical Executive Decision Making Action Plan for improving the quality, speed, transparency, accountability, and organisational impact of strategic decisions.
Organizations whose executives participate in this training will benefit through:
1. Improved quality, consistency, transparency, speed, and strategic alignment of executive and organisational decision-making processes.
2. Stronger executive capability to diagnose complex problems, analyse evidence, evaluate alternatives, assess risks, and select appropriate strategic actions.
3. Reduced exposure to costly decision errors resulting from cognitive bias, groupthink, poor information, weak assumptions, excessive intuition, and inadequate risk analysis.
4. Improved use of organisational data, business intelligence, Artificial Intelligence, analytics, forecasting, dashboards, and decision-support systems.
5. Stronger integration of financial, operational, strategic, stakeholder, governance, ethical, risk, sustainability, and performance considerations into executive decisions.
6. Enhanced organisational agility and resilience through faster, more informed decision making under uncertainty, disruption, crisis, technological change, and competitive pressure.
7. Improved boardroom and executive-team effectiveness through constructive challenge, diverse perspectives, collaborative analysis, accountability, and disciplined decision processes.
8. More effective allocation of financial, human, technological, operational, and organisational resources to high-value strategic priorities.
9. Stronger implementation of executive decisions through clear ownership, stakeholder communication, performance monitoring, feedback, corrective action, and organisational learning.
10. Development of an evidence-based decision culture that strengthens strategic performance, innovation, accountability, stakeholder confidence, organisational resilience, and long-term value creation.
The Executive Decision Making Executive Training Course is designed for Board Chairpersons, Board Members, Chief Executive Officers (CEOs), Managing Directors, Executive Directors, Directors, Deputy Directors, Commissioners, Permanent Secretaries, Principal Secretaries, senior government officials, policymakers, Chief Operating Officers (COOs), Chief Financial Officers (CFOs), Chief Strategy Officers, Chief Risk Officers (CROs), Chief Information Officers (CIOs), Chief Digital Officers (CDOs), Chief Data Officers, programme directors, project directors, strategy directors, finance directors, operations directors, regional directors, country directors, heads of departments, business unit leaders, senior managers, entrepreneurs, institutional leaders, public-sector executives, financial institution executives, NGO executives, development-sector leaders, consultants, governance professionals, strategy professionals, transformation leaders, and other senior decision-makers responsible for organisational strategy, investment, governance, risk, performance, policy, transformation, or institutional leadership.
1. Understanding executive decision making, strategic judgement, critical thinking, leadership judgement, evidence-based management, decision quality, and their relationship with organisational performance.
2. Distinguishing strategic, tactical, operational, programmed, non-programmed, individual, collective, reversible, irreversible, short-term, and long-term executive decisions.
3. Understanding the executive decision cycle covering problem recognition, diagnosis, information gathering, alternative generation, evaluation, selection, implementation, monitoring, and organisational learning.
4. Aligning executive decisions with organisational vision, mission, values, strategic objectives, governance responsibilities, risk appetite, stakeholder expectations, and long-term value creation.
5. Assessing decision quality through strategic alignment, analytical rigour, evidence quality, stakeholder impact, risk exposure, feasibility, ethical considerations, implementation capacity, and expected outcomes.
6. Executive Case Study: Evaluating a major executive decision where leadership must choose between rapid organisational expansion, consolidation of existing operations, investment in technology, and preservation of financial flexibility.
1. Distinguishing symptoms from underlying organisational problems through structured problem definition, diagnostic questioning, evidence gathering, stakeholder analysis, and contextual assessment.
2. Applying root-cause analysis techniques including the Five Whys, cause-and-effect analysis, process analysis, issue trees, problem trees, Pareto analysis, and structured diagnostic frameworks.
3. Applying systems thinking to understand interdependencies, feedback loops, unintended consequences, delays, organisational relationships, competing objectives, and system-wide impacts.
4. Developing clear decision statements defining the problem, desired outcome, decision scope, constraints, assumptions, stakeholders, timelines, available resources, and decision authority.
5. Challenging organisational assumptions and identifying hidden constraints, historical practices, unsupported beliefs, information gaps, conflicting incentives, and institutional biases.
6. Executive Case Study: Diagnosing declining organisational performance where management initially attributes the problem to employee productivity but deeper analysis reveals interconnected leadership, process, technology, customer, and resource issues.
1. Developing critical-thinking capabilities covering logical reasoning, evidence evaluation, argument analysis, questioning assumptions, identifying inconsistencies, and distinguishing facts from opinions.
2. Evaluating information quality based on accuracy, relevance, completeness, timeliness, reliability, objectivity, representativeness, source credibility, and potential bias.
3. Understanding statistical and analytical evidence including averages, percentages, trends, distributions, probabilities, correlations, forecasts, confidence levels, benchmarks, and analytical limitations.
4. Distinguishing correlation from causation and avoiding misleading conclusions arising from incomplete evidence, inappropriate comparisons, small samples, selective data, or poorly defined metrics.
5. Combining quantitative evidence, qualitative information, stakeholder knowledge, professional expertise, organisational experience, and executive judgement in complex decisions.
6. Executive Case Study: Evaluating conflicting analytical reports where different departments use the same organisational data to recommend opposing strategic decisions.
1. Developing strategic alternatives through brainstorming, scenario development, design thinking, benchmarking, expert consultation, stakeholder input, innovation, and structured option generation.
2. Establishing decision criteria covering strategic alignment, financial value, implementation cost, organisational capacity, risk, stakeholder impact, urgency, sustainability, and expected benefits.
3. Applying weighted decision matrices and multi-criteria decision analysis to compare strategic alternatives against clearly defined executive decision criteria.
4. Applying decision trees to evaluate alternative actions, probabilities, possible outcomes, financial consequences, risks, dependencies, and decision pathways.
5. Using cost-benefit analysis, cost-effectiveness analysis, opportunity-cost assessment, trade-off analysis, and value-for-money considerations in executive decisions.
6. Executive Case Study: Selecting between competing strategic investments in digital transformation, geographic expansion, workforce development, infrastructure, and new service delivery using a structured multi-criteria framework.
1. Understanding risk, uncertainty, ambiguity, complexity, probability, volatility, strategic exposure, and their implications for executive decision making.
2. Assessing decision risks according to likelihood, impact, velocity, duration, controllability, interdependencies, potential consequences, and organisational risk appetite.
3. Applying scenario planning, sensitivity analysis, stress testing, probability assessment, assumptions testing, and contingency planning to uncertain decisions.
4. Understanding expected outcomes, downside exposure, upside opportunities, risk-adjusted returns, strategic flexibility, option value, and organisational resilience.
5. Developing decision strategies that preserve flexibility through phased implementation, pilot programmes, trigger points, contingency options, checkpoints, and reversible commitments where appropriate.
6. Executive Case Study: Making a major investment decision under uncertain demand, changing regulations, currency volatility, technological disruption, financing constraints, and unpredictable competitor responses.
1. Understanding behavioural decision making and the influence of cognitive shortcuts, emotions, incentives, organisational culture, personal experience, and social dynamics on executive judgement.
2. Identifying confirmation bias, anchoring bias, availability bias, overconfidence, recency bias, status quo bias, framing effects, optimism bias, authority bias, and loss aversion.
3. Understanding escalation of commitment, sunk-cost fallacy, groupthink, conformity pressure, excessive consensus, political behaviour, and organisational silence.
4. Applying debiasing techniques including independent analysis, pre-mortems, devil's advocacy, red-team reviews, diverse perspectives, alternative hypotheses, structured challenge, and decision checklists.
5. Balancing executive intuition and experience with analytical evidence, external perspectives, stakeholder insights, historical lessons, and systematic decision processes.
6. Executive Case Study: Reviewing a failing strategic project where executives continue investing because of previous expenditure, personal sponsorship, optimistic forecasts, reputational concerns, and resistance to admitting earlier assumptions were incorrect.
1. Understanding financial information required for executive decisions including profitability, cash flow, liquidity, financial position, cost structures, investment requirements, and financial sustainability.
2. Applying investment appraisal concepts including Net Present Value, Internal Rate of Return, Payback Period, return on investment, opportunity cost, and strategic value.
3. Evaluating competing resource requirements across strategic programmes, operations, technology, human resources, capital expenditure, innovation, risk management, and organisational transformation.
4. Applying financial scenario analysis, sensitivity analysis, break-even analysis, cost-benefit analysis, affordability assessment, and financial risk evaluation.
5. Balancing short-term financial performance with long-term strategic investment, organisational capability, innovation, sustainability, resilience, and stakeholder value.
6. Executive Case Study: Allocating a constrained organisational budget among operational requirements, technology modernisation, workforce development, market expansion, infrastructure, and strategic risk mitigation.
1. Understanding data-driven decision making, business intelligence, decision intelligence, descriptive analytics, diagnostic analytics, predictive analytics, prescriptive analytics, and executive dashboards.
2. Applying Artificial Intelligence, Generative AI, machine learning, forecasting, predictive modelling, intelligent automation, and analytical tools to executive decision support.
3. Using AI-supported information synthesis, scenario generation, trend analysis, risk identification, forecasting, strategic research, document analysis, and decision-option development.
4. Evaluating AI-generated recommendations by examining accuracy, evidence, uncertainty, bias, hallucinations, data quality, model limitations, organisational context, and strategic relevance.
5. Establishing responsible AI governance covering human oversight, accountability, transparency, privacy, cybersecurity, intellectual property, fairness, ethics, and regulatory compliance.
6. Executive Case Study: Deciding whether to adopt an AI-powered decision-support platform while balancing expected productivity and analytical benefits against accuracy, data privacy, cybersecurity, bias, accountability, and implementation risks.
1. Understanding individual versus collective decision making and determining when executive teams, boards, committees, expert groups, or delegated leaders should make decisions.
2. Creating psychologically safe executive environments where participants can challenge assumptions, raise concerns, disagree professionally, present alternative evidence, and question dominant opinions.
3. Managing power dynamics, hierarchy, dominant personalities, organisational politics, conflicting interests, functional silos, coalition behaviour, and interpersonal tensions.
4. Applying structured group decision methods including facilitated discussion, nominal group techniques, expert panels, independent scoring, consensus building, voting, and decision-right frameworks.
5. Strengthening board and executive-team decisions through diverse perspectives, independent judgement, constructive challenge, clear accountability, effective facilitation, and disciplined documentation.
6. Executive Case Study: Facilitating an executive committee decision where senior leaders strongly disagree over organisational restructuring, financial priorities, workforce implications, technology investment, and implementation timing.
1. Understanding ethical decision making, organisational values, integrity, accountability, transparency, fairness, fiduciary responsibilities, conflicts of interest, and responsible leadership.
2. Identifying stakeholders and assessing how strategic decisions may affect shareholders, employees, customers, communities, regulators, suppliers, governments, investors, and other interested parties.
3. Balancing competing stakeholder interests while maintaining organisational purpose, legal obligations, ethical standards, financial sustainability, strategic objectives, and long-term value.
4. Integrating ESG, sustainability, human rights, environmental impacts, social considerations, governance requirements, and reputational consequences into executive decisions.
5. Establishing decision governance through delegated authorities, approval thresholds, decision rights, documentation, conflicts-of-interest procedures, accountability, assurance, and post-decision review.
6. Executive Case Study: Evaluating a profitable strategic opportunity that could create significant financial returns while generating environmental concerns, employee impacts, community opposition, governance questions, and reputational risks.
1. Understanding executive decision making during crises, emergencies, operational disruptions, cyber incidents, financial shocks, reputational events, and other high-pressure situations.
2. Establishing decision priorities under pressure by protecting critical operations, people, information, financial stability, stakeholder relationships, organisational reputation, and strategic continuity.
3. Making rapid decisions with incomplete information through situational assessment, verified intelligence, scenario comparison, risk evaluation, escalation protocols, and clearly defined decision authority.
4. Applying strategic agility through rapid learning, adaptive planning, dynamic resource allocation, contingency options, cross-functional coordination, and continuous reassessment.
5. Communicating difficult executive decisions clearly to employees, boards, regulators, customers, communities, media, investors, partners, and other stakeholders.
6. Executive Case Study: Leading an organisation through a rapidly escalating crisis requiring immediate decisions on operational continuity, financial resources, employee responsibilities, stakeholder communication, regulatory reporting, and organisational recovery.
1. Translating executive decisions into implementation plans covering objectives, activities, accountable owners, resources, timelines, milestones, risks, dependencies, communication requirements, and expected results.
2. Establishing decision governance and accountability through executive sponsorship, delegated responsibilities, reporting arrangements, performance indicators, escalation procedures, and implementation reviews.
3. Developing stakeholder communication and engagement approaches that explain decisions, clarify expectations, address concerns, build commitment, and support successful implementation.
4. Monitoring decision outcomes using KPIs, financial indicators, operational measures, stakeholder feedback, risk indicators, implementation milestones, dashboards, and benefits-realisation measures.
5. Conducting post-decision reviews to compare expected and actual outcomes, assess assumptions, identify unintended consequences, capture lessons learned, and improve future executive judgement.
6. Executive Case Study and Capstone Exercise: Developing and presenting a comprehensive Executive Decision Making Action Plan integrating strategic decision priorities, problem definition, evidence requirements, decision criteria, alternatives, financial considerations, risks, stakeholder impacts, ethics, Artificial Intelligence, governance, implementation accountability, performance indicators, and a 90-day improvement roadmap.
1. Customized Training: All our courses can be tailored to meet the specific needs of participants.
2. Language Proficiency: Participants should have a good command of the English language.
3. Comprehensive Learning: Our training includes well-structured presentations, practical exercises, web-based tutorials, and collaborative group work. Our facilitators are seasoned experts with over a decade of experience.
4. Certification: Upon successful completion of training, participants will receive a certificate from Foscore Development Center (FDC-K).
5. Training Locations: Training sessions are conducted at Foscore Development Center (FDC-K) centers. We also offer options for in-house and online training, customized to the client's schedule.
6. Flexible Duration: Course durations are adaptable, and content can be adjusted to fit the required number of days.
7. Onsite Training Inclusions: The course fee for onsite training covers facilitation, training materials, two coffee breaks, a buffet lunch, and a Certificate of Successful Completion. Participants are responsible for their travel expenses, airport transfers, visa applications, dinners, health/accident insurance, and personal expenses.
8. Additional Services: Accommodation, pickup services, flight booking, and visa processing arrangements are available upon request at discounted rates.
9. Equipment: Tablets and laptops can be provided to participants at an additional cost.
10. Post-Training Support: We offer one year of free consultation and coaching after the course.
11. Group Discounts: Register as a group of more than two and enjoy a discount ranging from 10% to 50%.
12. Payment Terms: Payment should be made before the commencement of the training or as mutually agreed upon, to the Foscore Development Center account. This ensures better preparation for your training.
13. Contact Us: For any inquiries, please reach out to us at training@fdc-k.org or call us at +254712260031.
14. Website: Visit our website at www.fdc-k.org for more information.