Who We Are
Welcome To Decision Processes, Inc. We are senior level, seasoned practitioners with many years of experience internationally in strategy consulting, decision training, decision facilitation and coaching, and decision software development. All of our consultants are known not only for their experience and abilities, but also for their personal and professional integrity.
Whether you are formulating a company strategy or deciding on a new product; contemplating a large acquisition or deciding whether to attend tomorrow’s meeting; wanting to fix your own decision making or re-vamping the company’s business strategy, we can help.
Dr. Harry Saunders is the Managing Director of Decision Processes Incorporated. In this capacity he has helped institute the Decision and Risk Analysis Training Program at a number of leading corporations. He has presented seminars and training programs in the Strategic Dialog Process (SDP) to many hundreds of corporate managers and senior executives, and has provided coaching and management consulting on SDP.
Clients include Unocal, Disneyland, Chevron, Caltex, Honam Oil, and General Motors. Dr. Saunders has coached top executives at these firms through high-level applications of the process while growing the internal capability to execute the process in support of their future decision making.
Prior to co-founding Decision Processes Incorporated, Dr. Saunders was a partner in its predecessor company, Decision and Risk Analysis, Inc. Before that, Dr. Saunders was a Senior Associate at Strategic Decisions Group, where he facilitated strategy projects for several corporations and created a probabilistic forecasting system. Previously, he was Manager of Strategy at Tosco Corporation, then the largest U.S. independent oil refiner. Prior to that, he held positions at the U.S. Department of Commerce in Washington, DC, at the International Energy Agency in Paris, France, and at the Alberta Energy Resources Conservation Board in Calgary, Alberta. He also spent two years as a private consultant to Gulf Oil Corporation, and Gulf Oil Canada, Ltd.
Dr. Saunders was a key contributor to writing Decision and Risk Analysis, an award-winning Korean book authored by Mr. W.B. Rha and Mr. C.S. Chung of Honam Oil. This book explains to Korean companies how to institute effective decision processes, an outgrowth of Honam’s experience with the tools and processes introduced by Dr. Saunders. Take a look at Harry’s academic publications here.
Prior to DPI, David was the Senior Director of Strategy for Unmanned Aviation at Insitu Inc., a subsidiary of the Boeing Company where he developed the five year strategy for investment, key technology roadmaps, target markets, strategic partnerships and acquisition targets. He held several positions within Hewlett-Packard and Agilent Technologies ranging from Strategic Marketing and Partnership/Ventures to engineering, R&D, and Operations in various leadership roles while in an accelerated executive program. He has implemented and led both the Strategic Dialog Process and the Decision and Risk Analysis Program at multiple business units of Hewlett-Packard, Agilent Technologies and most recently, at Insitu Inc. Showing the scalability of the Program, he has effectively applied it to start-up companies in the health and outdoor leisure markets successfully building business plans and obtaining funding. For four years, he taught a graduate level course in engineering design and design economics at Gonzaga University.
While a student-athlete, David received a Bachelor of Science in Mechanical Engineering from University of California at Santa Barbara, and Master of Science in Mechanical Engineering and MBA combined from Stanford University.
Our approach is based on the discipline that we helped advance from its academic roots at Stanford and Harvard Universities to what is now a highly practical, vital suite of methods for ensuring success in corporate decision making. These methods distinguish tools from processes. Matching the right tools and processes to the right decisions is crucial to decision efficiency. Because tools and processes are not one-size-fits-all, we sort decisions to identify the right approach.
Our analytic and learning tools are used to create discipline and focus in decision making. These tools are based on the branch of learning called decision analysis, extended to be relevant and practical in the business environment.
- Discovery Tools (generate creative and innovative ideas)
- Decision Hierarchy (determine the scope of your efforts)
- Strategy Table (organize alternatives and create the basis for seeking high value strategies)
- Customer Value Models (measure the impact on customer value creation)
- Influence Diagram (clarify the uncertainties)
- Tornado Diagrams (focus on the key drivers to explore for value-creating strategies)
- S-curves (understand the risk and return impacts on shareholder value)
Our processes are used to create speed and efficiency in organizations around decision making. These processes are built around the notion of structured dialog, joint discovery of value creation mechanisms by decision makers, and systematic movement of decision-relevant information between decision makers.
- Dialog Process (generate creative and innovative ideas)
- Knowledge State (capture and record learning)