improving strategic decision making: behavioral economics ......h. shefrin, march, 2001 13 today’s...
TRANSCRIPT
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ImprovingStrategicDecisionMaking:BehavioralEconomicsandRiskManagement
RMG401RIMS2011
Vancouver,BC,CanadaMay4,2011
EmanuelLauriaManagingDirectorViceChairman,WellsFargoRiskManagementSoluDonGroup
Welcome to RIMS 2011 Annual Conference & Exhibition
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RMG401|Sessiongoals
• DrawyouraGenDontocorecompetencyofeffecDvestrategicdecisionmaking
• ProvideaframeworkandafoundaDonforthelatestthinkingandresearch
• PresentariskmanagementmethodologythathelpstoshapedecisioneffecDveness
• Encourageyoutodigdeeperintothefieldtoincreaseyourpersonalcompetency
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Let’stakeapictureViewyouownjobresponsibili0esasariskmanagementprofessionalthroughadecisionmakinglens–whatdoyousee?• risk,uncertainty,upsideoropportunity,dependinguponhowyourelatetothose
terms• processesatplay:consciousandunconscious,informalandformal• degreesofdifficulty:“nobrainer”to“bigbrainer”• ameasureofimpact:decisiontouchesaliGlevs.touchesalot(ex.-launchnew
globalcostofriskallocaDonprocess)• materiality:underscopevs.boardsignoff(ex.-wriDngthird-partybusinessinyour
capDve)
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Zoomout
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Pickuponthedecisionsmadeineverycornerofyourorganiza0on–whatdoyousee?
ComplexityandinterconnectednessThereisadownstreamimpactonriskmanagementdecisionsyouneedtomake–compoundingeffectDecisionsshapedbyvarietyoffactors:operaDons,protocol,experience,culture,bestpracDces,nopracDces
MayseeaERM/SRMapproachorsetofprocessesinfluencingDecisions+outcomesgoodandbad:GG/GB/BG/BB
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Zoomin
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Switchtoahigherresolu0onlens–whatdoyouseenow?
- asgranularityincreases,differencesandinconsistenciesinhowdecisionsaremade,individualbyindividual
- widevarietyofstrongandsubtleforces,influences,controls,andpaGernsatplay
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What’sthepoint?
1)Underscoretheobvious
-decisionmakingisatthecoreofmanagingrisk,bothfromyoursphereofdirectresponsibility,andthoughmulDpleinputchannelsacrossyourorganizaDons,and
2)Proposetheimportant,whichis
-understandingcertaincriDcalfactorswhichimpacthowstrategicdecisionsaremadeisanimportantkeytoimprovement
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Thenewlandscapeofdecisionmaking…Crea0onofwhatThomasDavenportinHBRcallsthe“newlandscape”ofdecision
makingincludesthestudyofanumberofapproaches:
• smallgroupprocess:decisionmakinginvolvingfewpeople• analyMcs:usingdataandquantanalysistosupportdecisionmaking• automaMon:employingdecisionrulesandalgorithms• intuiMon:relyingonyourgut• wisdomofcrowds:converseofsmallgroup-surveysormarketsoflargegroups
areemployedfordecisionmaking
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…plustwomore...
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Neuroscience:learningfrombrainresearchthatilluminatesdecisionmakingprocesses
and...
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...behavioraleconomics
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Behavioraldecisionscience
Howmanyhaveheardoforarefamiliarwiththetermsbehavioraleconomicsorfinance?
-usuallyincontextofindividualinvestors,andwhethertheirinvestmentdecisionsaretrulyraDonalandoccurinanefficientmarketenvironment,e.g.,pickingstocks-whereeconomics,financeandpsychologyinteract-makealeapfromapersonalfinance,behavioraleconomicscontexttoorganizaDonalapplicaDonsandtherisks,decisionandperformancedynamicsforwhichyouareresponsible
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Behavioraldecisionscience,cont.
Howmanyhaveheardoforarefamiliarwiththetermsbehavioraleconomicsorfinance?
-usuallyincontextofindividualinvestors,andwhethertheirinvestmentdecisionsaretrulyraDonalandoccurinanefficientmarketenvironment,e.g.,pickingstocks-whereeconomics,financeandpsychologyinteract-makealeapfromapersonalfinance,behavioraleconomicscontexttoorganizaDonalapplicaDonsandtherisks,decisionandperformancedynamicsforwhichyouareresponsible
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Behavioraldecisionscience,cont.
BringaKen0ontotheminditselfandtheimpactofCOGNITIVEBIASESondecisionmaking
• adistorDnghabithard-wiredintoourbrains• systemaDctendencytodeviatefromraDonalcalculaDon• simplyshorthanddevice-percepDons,personalitytraitsandpsychological• examples
overconfidence-inknowledgeandability excessiveopDmism-“rosecoloredglasses”;overweightprobabilityof favorable,anditsconverse anchoring-“geengstuck”;powerofiniDalideaordataonfuture views groupthink-drivingconsensusbydiscouragingdissenDngviews
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Emergenceofbehavioraldecisionscienceliterature
“MakeBeSerDecisions” T.Davenport,HarvardBusinessReview,November2009
“EvolveorDie”Opera=onalRisk&Regula=on,February2009
“TheCaseforBehavioralStrategy”McKinseyQuarterly,March,2010
“BP’sFailuretoDebias:TheImportanceofBehavioralCorporateFinance”H.Shefrin,March,2001
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Today’spanel
Dr.CarlSpetzler
ChairmanandCEOStrategicDecisionsGroup
ProgramDirector
StanfordStrategicDecisionandRiskManagement
ImprovingStrategicDecisionMaking:BehavioralDecisionScienceandRiskManagement
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Today’spanel
Mr.HansLæssøe
SeniorDirectorStrategicRiskManagement
LegoSystemA/S
ImprovingStrategicDecisionMaking:Crea=ngaRiskAwareMindset
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AS PART OF RIMS GREEN INITIATIVES, THERE ARE NO PRINTED HANDOUTS. VISIT WWW.RIMS.ORG/2011HANDOUTS TO DOWNLOAD AVAILABLE HANDOUTS.
PRINTING ON DEMAND STATIONS ARE AVAILABLE IN LEVEL 1 LOBBY
OF THE VANCOUVER CONVENTION CENTRE, AS WELL AS IN RIMS CYBER STATIONS LOCATED IN BOOTHS #227 AND #1931 IN THE EXHIBIT HALL.
Welcome to RIMS 2011 Annual Conference & Exhibition