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Tactical Decision Making in Organizations E-mail

The primary goal of tactical decision making in an organization is to ensure success.  This encapsulates more than productivity, and even more than profitability, which really are operational and transactional concerns.  TACTICAL decision making has the added responsibility of

  1. Making sure that current operations remain sustainable.
  2. Making sure that the organization as a whole is successful in what it sets out to accomplish. 
  3. Making sure that sufficient synergies are unlocked from current operations to improve the organization as a whole.
  4. Making sure that new operations are designed and implemented so as to optimize the value they will unlock for the organization.

While tactical decision making is very important, it needs to be seen in the context of the other types of decisions in the organization to be understood best.  The types of decisions present in any organization are

  1. Strategic Decision Making
  2. Tactical Decision Making
  3. Operational Decision Making
  4. Transactional Decision Making

Together these four types of decisions encapsulate the decision making endeavour of the organization, and if any one of them is weakened, it has an negative impact on the other types of decisions as well.  This impact is best understood once Tactical Decision Making is discussed in conjuntion with the other types of decision making.  We do this in the free framework we make available. 

You can request this framework for free by  completing the form below. Together with the framework we also send you a free ebook which descibes strategic, tactical, operational and transactional decisions in an organization in more detail.

Obtain your copy of this framework and the accompanying ebook by completing the form below, or read more about the framework for organizational decision making.

Decision Making Landscape Framework Request

Fill in the form below to receive your copy of our Decision Making Landscape Framework.

Important:  We value your privacy.  Your information will not be made available to any third parties.  You will be subscribed to our General and Courses Newsletters when you complete this form.  You are able to unsubscribe at any time.

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Published articles:

  1. Van der Walt, M, “Knowledge Management and Scientific Knowledge Generation ”, Knowledge Management Research & Practice, (2006) 4, 319–330.
  2. Van der Walt, M., De Wet, G., "A Framework for Scientific Knowledge Generation", Knowledge Management Research & Practice, (2008) 6, 141 - 154.