If Jesus Taught At Harvard Business School Podcast Ade Ojomo

There are schools of thought that believe we have unlimited scope and possibilities for making decisions. The truth is that our scope is somehow restricted, and we have less room.
It is therefore key that we engage in innovative decision-making to optimize opportunities in our business and personal lives. We need to understand our decision-making skills as individuals and organizations. This will enable us to adjust accordingly to the constantly changing environment.
Question: If Jesus Had Taught at Harvard Business School on these related issues: what would he have to say?
My name is Fe OJ 
Welcome to to concluding session of Goodbye 2023 and Welcome 2024
In this session - we will conclude our appraisal of the Year 2023 by looking at the following: #
1.              Stakeholders - Individuals or groups whom we depend on them to fulfill our goals
2.              Internal Assessment - evaluating our strengths and weaknesses and critical issues we may be facing
3.              External Assessment - assessing the impact of the external environment on our lives e.g. - Political, Technology, Socio-Cultural, etc.
4.              Organisational Structure - assessing the effectiveness of our networks of friends, families and at work

There are schools of thought that believe we have unlimited scope and possibilities for making decisions. The truth is that our scope is somehow restricted, and we have less room.
It is therefore key that we engage in innovative decision-making to optimize opportunities in our business and personal lives. We need to understand our decision-making skills as individuals and organizations. This will enable us to adjust accordingly to the constantly changing environment.
Question: If Jesus Had Taught at Harvard Business School on these related issues: what would he have to say?
My name is Afope Ojomo
 Welcome to today’s topic of the If Jesus Taught At Harvard Business School podcast
- Goodbye 2023 and Welcome 2024 The session will run over 2 parts.
 In the first part, Ade Ojomo, a management consultant with KUW Advisory Group will be guiding us through an appraisal of the year 2023
The topic will be concluded in Part 2

There are schools of thought that believe we have unlimited scope and
possibilities for making decisions. The truth is that our scope is somehow
restricted, and we have less room.
It is therefore key that we engage in innovative decision-making to optimize
opportunities in our business and personal lives. We need to understand our
decision-making skills as individuals and organizations. This will enable us to
adjust accordingly to the constantly changing environment. 
 
Question: If Jesus Had Taught at Harvard Business School on these related
issues: what would he have to say? 
My name is Tinuke Akinbulumo. Welcome to today’s episode of the If Jesus
Taught At Harvard Business School podcast. 
 
In this Episode, we will be concluding the interview held with Ade Ojomo, a management 
consultant with KUW Advisory Group on his perspective of the year 2021 based on key 
benchmark parameters which enable us to determine how the year went for both our personal and corporate life

There are schools of thought that believe we have unlimited scope and
possibilities for making decisions. The truth is that our scope is somehow
restricted, and we have less room.
It is therefore key that we engage in innovative decision-making to optimize
opportunities in our business and personal lives. We need to understand our
decision-making skills as individuals and organizations. This will enable us to
adjust accordingly to the constantly changing environment. 
Question: If Jesus Had Taught at Harvard Business School on these related
issues: what would he have to say? 
My name is Tinuke Akinbulumo. Welcome to today’s episode of The - If Jesus
Taught At Harvard Business School podcast. 
In this Episode, I will be interviewing Ade Ojomo, a management consultant with KUW 
Advisory Group on his perspective of the year 2021 based on key benchmark parameters 
which enable us to determine how the year went for both our personal and corporate life

Decision making lies at the heart of our spiritual, personal and professional lives. Every day we make decisions. Some are small, domestic, and innocuous. Others are more important, affecting people’s lives, livelihoods, and well-being. Inevitably, we make mistakes along the way. 

The daunting reality is that enormously important decisions made by intelligent,responsible people with the best information and intentions are sometimes flawed – we will look at some of the reasons later on.

What is strategic decision making? Strategic is associated with “having focus” and having a sense of purpose of direction and avoiding distractions - hence we are familiar with phrases like strategic analysis, strategic planning etc. 

On the other hand – decision making can be regarded as an outcome of mental process (cognitive process) leading to the selection of a course of action among several alternatives. 

Every decision making process produces a final choice. The output could be an action or an opinion of choice. Some of the key words to note which will comprise the components of tonight’s session are outcomes, mental process, selection, course of action, alternatives.
Decision making is not an event. It is a process, one that unfolds over weeks, months or years. One that is fraught with power plays and politics and is replete with personal nuances and institutional history; one that’s rife with discussion and debate; and one that requires support at all levels of the organization when it comes to execution.
 In Part 1 of this discussion we shall be looking at the framework of the decision making framework and in Part 2 we shall explore further using Case Studies

Have you found the time to reflect on the following:
Q1:
The legacy you will leave behind when it is time to depart from this realm called Earth. 
Q2:
Upon your departure, who is scheduled to take over the leadership role of the organisation or the family?
Q3:
Do you have a succession plan for the leadership development of the potential successors to facilitate the going concern of the organisation or the family?
When we talk about the going concern – we are referring to the fact that the entity has neither the intention to liquidate or curtail materially the scale of its operations.
As a result, It is therefore important that organizations have a succession management plan in place to choose the leader that will take the organization or family into the next generation. 
 Myles Munro in a statement he made before he died – he stressed the importance of investment in people over infrastructure – a position echoed by the statement in Proctor and Gamble’s philosophy 
 'If you leave us our money, our buildings and our brands, but take away our people, the Company will fail. But if you take away our money, our buildings and our brands, but leave us our people, we can rebuild the whole thing in a decade.'
 --Richard Deupree, P&G CEO, 1947
A few points before we define what succession entails – no one is ever ready for leadership – it is about preparation – Moses and Jonah both resisted even though God selected them for the tasks – it took preparation – Moses in the wilderness and Jonah in the belly of the Whale to get them ready for the task ahead so we can see that being prepared is essential for companies when it comes to preparing leadership to take over for the next phase of an entity.
This topic is of relevance nowadays when we consider the lack of role models to prepare the younger generations which will eventually lead to a lack of leaders to steer the future.
 In this episode we shall be exploring the framework required for an effective succession leadership plan