Improving performance by changing what we do, and why we do it

The Executive Decision Making (EDM) Workshop is designed to provide leaders and leadership teams with tools to enable more effective communication and alignment in their organization to not only change performance outcomes, but to create a new culture that transforms performance outcomes. Attendees learn to identify those changes necessary in thinking and behavior to effectively enable the organization to transform to a higher level of sustained performance.

The workshop is a mixture of lecture, discussion, and application.

Bottom-line business performance outcomes are the result of the types of actions taken. For most businesses, bottom-line improvement is directly tied to better, faster, more reliable, on-time delivery of projects, products, or services at lower cost. It is accepted that achieving this level of desired performance is limited by constraints, and attempting to manage many constraints is not only difficult, it is nearly impossible.

The EDM Workshop focuses on the knowledge required to transform organizational performance. The key to achieving an Organization’s Goal(s) lies in the ability to:

  •  Define the Operational Understanding that aligns the Operational Strategy with the Business Strategy
  • Causally connect actions to outcomes
  • Determine the sustaining Performance Measures and enabling Decision Support requirements

The two key constructs of clear, logical thinking – causality and necessity – will be applied in a format that provides a common process and framework for analyzing the current state and defining a desired future state. Additionally, by following the presented process and framework, it is possible to develop a robust implementation plan with a significantly reduced level of effort.

The workshop utilizes this process and framework to juxtapose current practices with TOC Critical Chain Portfolio Management (CCPM), TOC Drum-Buffer-Rope (DBR), and TOC Inventory Replenishment practices in the context of achieving business Goal(s). Working from Business Strategy, through Operational Strategy and its related Understanding, to Performance Measures and Decision Support, attendees will understand the Actions that produce both desired and undesired Business Performance Outcomes.

If different Outcomes are desired, the Actions producing them must change. Sustainable Outcomes require sustainable Actions. Therefore, it is necessary to change some or all of the underlying Action Drivers to be in alignment with the required Actions.

“Change” means changing what we do. It means change the Actions. In contrast, “Transform” requires that we change why we do what we do. It often requires changing our Operational Understanding (U), the associated Performance Measures (M), and the enabling Decision Support (S). We refer to these necessary elements as “MUS.” In combination, these three elements drive – and sustain – Actions. Actions are what produce Outcomes (A-O).

By laying out both current and future state “MUS-A-O,” the development of an implementation plan becomes a straightforward process. It is a map of the dependencies between the types of Actions that need to be taken in order to achieve the desired Outcomes. This Action Map defines the necessary changes in Understanding (through training/education), Performance Measures, and Decision Support to enable and sustain the changes in performance – the transformation.


Who Should Attend

Senior leaders and leaders from all business functions whose primary business function – the one that provides the primary conversion to what customers buy – utilizes:

  • A project-managed (CCPM) type of workflow, such as MRO, Product Design (Engineering), Fabrication, or Construction
  • A production-managed (DBR) type of workflow, such as Production, Manufacturing, Repair or Logistics, whether Make-To-Order or Make-To-Stock
  • An inventory-managed (Replenishment) type of workflow, such as Wholesale, Retail, or Supply Chain

Senior leaders and leaders whose functional area of responsibility utilizes:

  • A project-managed (CCPM) type of workflow, such as Marketing, Product Design (Engineering), Maintenance, Continuous Improvement, or IT/IS

Senior leaders and leaders whose functional area of responsibility supports or enables:

  •  A project-managed (CCPM) type of workflow, a production-managed (DBR) type of workflow, or an inventory-managed (Replenishment) type of workflow, such as Finance (Scorekeeper), Sales, Marketing, Product Design (Engineering), Maintenance, Procurement (Purchasing), Continuous Improvement (CI) or IT/IS
  • Anyone working in Finance or IT/IS whose responsibilities include Decision Support Requirements definition and/or programming oversight

Hanging Fire Expanded Workshop

Required Reading
Hanging Fire: Achieving Predictable Results in an Uncertain World
The Goal: A Process of Ongoing Improvement

US$2,000 per seat

2017 Open Dates in Milford CT USA
March 9-10 - FULL
May 11-12
July 20-21 - FULL
September 21-22 - FULL
November 16-17 - FULL
December 7-8 - FULL

2018 Open Dates in Milford CT USA
March 29-30
May 10-11
July 19-20
September 20-21
December 6-7

2017 Open Dates in Penang MALAYSIA
For more information or to register for classes in Malaysia, email
March 23-24
May 25-26
July 27-28
September 28-29
November 23-24

2018 Open Dates in Penang MALAYSIA
For more information or to register for classes in Malaysia, email
January 18-19
April 19-20
July 19-20
October 18-19


Cancellation Policy
Our workshops are designed to cater to a limited number of participants. If you must cancel a workshop registration, you will be given a full refund up to two weeks before the workshop. A cancellation occurring within two weeks of the workshop will be subject to a US$350 cancellation fee, unless participant reschedules at that time into another workshop. Attendee substitutions may be made at any time prior to the start of the workshop. To cancel a workshop registration, please call AGI at 203.624.9026.