improving strategic decision making: behavioral economics ......h. shefrin, march, 2001 13 today’s...

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Improving Strategic Decision Making: Behavioral Economics and Risk Management RMG401 RIMS 2011 Vancouver, BC, Canada May 4, 2011 Emanuel Lauria Managing Director Vice Chairman, Wells Fargo Risk Management SoluDon Group Welcome to RIMS 2011 Annual Conference & Exhibition

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  • ImprovingStrategicDecisionMaking:BehavioralEconomicsandRiskManagement

    RMG401RIMS2011

    Vancouver,BC,CanadaMay4,2011

    EmanuelLauriaManagingDirectorViceChairman,WellsFargoRiskManagementSoluDonGroup

    Welcome to RIMS 2011 Annual Conference & Exhibition

  • RMG401|Sessiongoals

    •  DrawyouraGenDontocorecompetencyofeffecDvestrategicdecisionmaking

    •  ProvideaframeworkandafoundaDonforthelatestthinkingandresearch

    •  PresentariskmanagementmethodologythathelpstoshapedecisioneffecDveness

    •  Encourageyoutodigdeeperintothefieldtoincreaseyourpersonalcompetency

    2

  • 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)

    3

  • Zoomout

    4

    Pickuponthedecisionsmadeineverycornerofyourorganiza0on–whatdoyousee?

    ComplexityandinterconnectednessThereisadownstreamimpactonriskmanagementdecisionsyouneedtomake–compoundingeffectDecisionsshapedbyvarietyoffactors:operaDons,protocol,experience,culture,bestpracDces,nopracDces

    MayseeaERM/SRMapproachorsetofprocessesinfluencingDecisions+outcomesgoodandbad:GG/GB/BG/BB

  • Zoomin

    5

    Switchtoahigherresolu0onlens–whatdoyouseenow?

    -  asgranularityincreases,differencesandinconsistenciesinhowdecisionsaremade,individualbyindividual

    -  widevarietyofstrongandsubtleforces,influences,controls,andpaGernsatplay

  • What’sthepoint?

    1)Underscoretheobvious

    -decisionmakingisatthecoreofmanagingrisk,bothfromyoursphereofdirectresponsibility,andthoughmulDpleinputchannelsacrossyourorganizaDons,and

    2)Proposetheimportant,whichis

    -understandingcertaincriDcalfactorswhichimpacthowstrategicdecisionsaremadeisanimportantkeytoimprovement

    6

  • Thenewlandscapeofdecisionmaking…Crea0onofwhatThomasDavenportinHBRcallsthe“newlandscape”ofdecision

    makingincludesthestudyofanumberofapproaches:

    •  smallgroupprocess:decisionmakinginvolvingfewpeople•  analyMcs:usingdataandquantanalysistosupportdecisionmaking•  automaMon:employingdecisionrulesandalgorithms•  intuiMon:relyingonyourgut•  wisdomofcrowds:converseofsmallgroup-surveysormarketsoflargegroups

    areemployedfordecisionmaking

    7

  • …plustwomore...

    8

    Neuroscience:learningfrombrainresearchthatilluminatesdecisionmakingprocesses

    and...

  • ...behavioraleconomics

    9

  • Behavioraldecisionscience

    Howmanyhaveheardoforarefamiliarwiththetermsbehavioraleconomicsorfinance?

    -usuallyincontextofindividualinvestors,andwhethertheirinvestmentdecisionsaretrulyraDonalandoccurinanefficientmarketenvironment,e.g.,pickingstocks-whereeconomics,financeandpsychologyinteract-makealeapfromapersonalfinance,behavioraleconomicscontexttoorganizaDonalapplicaDonsandtherisks,decisionandperformancedynamicsforwhichyouareresponsible

    10

  • Behavioraldecisionscience,cont.

    Howmanyhaveheardoforarefamiliarwiththetermsbehavioraleconomicsorfinance?

    -usuallyincontextofindividualinvestors,andwhethertheirinvestmentdecisionsaretrulyraDonalandoccurinanefficientmarketenvironment,e.g.,pickingstocks-whereeconomics,financeandpsychologyinteract-makealeapfromapersonalfinance,behavioraleconomicscontexttoorganizaDonalapplicaDonsandtherisks,decisionandperformancedynamicsforwhichyouareresponsible

    11

  • Behavioraldecisionscience,cont.

    BringaKen0ontotheminditselfandtheimpactofCOGNITIVEBIASESondecisionmaking

    •  adistorDnghabithard-wiredintoourbrains•  systemaDctendencytodeviatefromraDonalcalculaDon•  simplyshorthanddevice-percepDons,personalitytraitsandpsychological•  examples

    overconfidence-inknowledgeandability excessiveopDmism-“rosecoloredglasses”;overweightprobabilityof favorable,anditsconverse anchoring-“geengstuck”;powerofiniDalideaordataonfuture views groupthink-drivingconsensusbydiscouragingdissenDngviews

    12

  • Emergenceofbehavioraldecisionscienceliterature

    “MakeBeSerDecisions” T.Davenport,HarvardBusinessReview,November2009

    “EvolveorDie”Opera=onalRisk&Regula=on,February2009

    “TheCaseforBehavioralStrategy”McKinseyQuarterly,March,2010

    “BP’sFailuretoDebias:TheImportanceofBehavioralCorporateFinance”H.Shefrin,March,2001

    13

  • Today’spanel

    Dr.CarlSpetzler

    ChairmanandCEOStrategicDecisionsGroup

    ProgramDirector

    StanfordStrategicDecisionandRiskManagement

    ImprovingStrategicDecisionMaking:BehavioralDecisionScienceandRiskManagement

    14

  • Today’spanel

    Mr.HansLæssøe

    SeniorDirectorStrategicRiskManagement

    LegoSystemA/S

    ImprovingStrategicDecisionMaking:Crea=ngaRiskAwareMindset

    15

  • 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