Dear Sergey,

Please look at http://www.igstab.ru/materials/Pereslegin/Per_MiracleStr.htm

The text is in Russian, but you can copy\paste it by portions and next use google translator.

Good lack!

Igor Gurkov

intuition and intuitive thinking is alive and well in creativity, and by extension creative problem solving. judging by the nature of it - the role of intuition - and the nature of analytical thinking - the role thereof - i am wondering whether intuitive strategy can by anything else than short-term. can it truly be long-term?

Dear Sergey,

Further to my previous answer, please look at the book B.de Wit, R. Meyer "Strategy Synthesis" (any edition) -- it contains a good chapter on rational and intuitive approaches to strategy formation.

Bests,

Igor Gurkov

intuition and intuitive thinking also strongly builds on experience. hence, intuitive strategy may be mostly reflective

In a paper I co-authored, these issues were raised and briefly discussed. See the link below.

https://doi.org/10.1016/j.jik.2017.07.003

Best wishes

Mohammed

Dear Sergej,

Yes, in the beginning of Start up. Three things are nessasary for starting business: Idea, capital and Trust.

The Idea firs is intuitive, you think many time which busines to start, where you have advantages and you look opportunity. But to find capital for starting "start_up", much more by existing company , you need somone or bank hwo will help finacially.That you need written strategy to show the in detail your Idea and Business plan and discuss with them.So both bank or buysies engel , or frends to trust you they need to see in detail your Project. That way you need to develope written Strategy . Angel

I want to add the practitioner perspective here. The moment you deal with the people implementing strategy, you have to recognise that each person coordinates with/ manages/ reports to someone, in the process. As people do so, they do put on their intuitive or instinctive hat on, apart from their analytical or creative hats.

In fact for a brainstorming session, I deliberately encourage a management team to bring in the diverse perspectives of "The six thinking hats":

http://www.debonogroup.com/six_thinking_hats.php

Thank you all for your answers! Your ideas brought me closer to the understating of this phenomenon!

I guess many econometricians, decision sciences, and ops research people would debate vehemently that decisions should be based on mathematical modeling or predictive analytics, and things of that sort. I guess in academic research in business studies, we have still largely ignored the spiritual dimension and intuition as a dimension in decision-making in businesses.

I have a question to all practitioner turned academicians:

How much of acceptability exists among practitioners for academic mathematical modeling for business decision-making?

A lot! Obviously the data and assumptions have to be specific and relevant. If you have read Laszlo Bock on how he managed people operations at Google, you would have noticed how much modelling and analytics Google uses in its regular decision making:

https://www.workrules.net/

There is, but often its efficiency and effectiveness is inferior to a scientifically developed strategy. https://www.amazon.com/Scientific-Systemic-Management-Fundamental-Educational/dp/1533231885

I would like to know what they call "during the crisis" ... Because if they refer to the economic and political environment as the current one I think it has come to stay. In that case, I would not rule out any kind of strategy. I believe that there are very short-term decisions that can be adopted intuitively, for example, price adjustment policies or changes in commercial channels that are marginal. But, there are others that have to do with modifications of the commercial structure, financial, processes, changes in technology and quality, etc., that can not be taken without an analytical criterion. Of course, the analytical criterion to be used must be integral and simultaneous, not in parts. This does not imply that sequencing of changes is not used, on the contrary, the adequate sequencing of actions is part of the decision in analytical terms. On the other hand, if "crisis" refers to stages such as the crisis of junk bonds first or later of the 5 European countries of the Mediterranean, the criterion must be "conventional", that is to wait and see having a greater liquidity. In times of high uncertainty (as in those episodes) it is the "conventions" that should essentially guide decisions. But, it would design in an analytical way the way to be more liquid and diversified than in normal moments of the commercial cycle. This does not imply ignoring the usual phases of the cycle (boom, depression)..