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Strategic Decision-Making for Leaders

3 days (Face-to-face)

£3,450 + VAT (Face-to-face)

27-29 Nov 2023 (Face-to-face)
24-26 Jan 2024 (Face-to-face)
22-24 Apr 2024 (Face-to-face)

Two gentlemen in the classroom having a conversation.

Watch the video

Alberto Feduzi: “My name is Alberto Feduzi, and I’m a Management Practice Associate Professor in the Organisational Behaviour group here at Cambridge Judge Business School (CJBS). I’m interested in how individuals make decisions in situations of extreme uncertainty, where the information is highly ambiguous and incomplete. Unknown unknowns and Black Swans are rampant, and time is of the essence.”

Christoph Loch: “Hello. My name is Christoph Loch. I’m a Professor of Operations and Technology Management here at CJBS. I have worked for the last 35 years on issues of innovation. And for 10 years, I was the Dean of the School.”

Vincent Mak: “I’m Vincent Mak. I’m a Professor of Marketing and Decision Sciences at Cambridge Judge Business School, University of Cambridge, where I’m also currently the Vice Dean for Programmes and Research.”

Alberto Feduzi: “Organisational leaders are called to make decisions in different contexts, and so they face different types of challenges. And these challenges happen at 3 different levels; at an individual’s level where leaders are called to adapt their decision styles depending on the situation they are facing.”

Christoph Loch: “The second module is about the social level. Our decisions are influenced by the people around us. If I secretly don’t respect you, even though I may not even be conscious of that myself, I may make a decision that pertains to you in a different way than if I respect you very much. And our decisions are also influenced by the culture surrounding us. The second module will give us tools to understand this and improve.”

Vincent Mak: “Finally, we will be exploring making decisions at the market level where competitors and other stakeholders interact and a decision that you make could have an implication on many people. And they will respond in a way that would, in turn, affect you. We will try to understand how to make the best decisions in those situations, starting from making decisions in a highly intense competitive scenario, as well as making decisions where you work with a large group of people in a multinational team to co-ordinate, to work together.”

Alberto Feduzi: “In this programme, we will cover all the different levels and will build on each other to provide you with the general framework for making decisions in situations of extreme uncertainty.

“The programme is highly interactive. In order to provide the raw material for discussion in class, we will use a number of tools, including simulation, self-assessment, case studies and exercises.

“The discussion will allow us to bring to class our own experiences. We create a learning environment in class that allows for people to feel free to share their own experience with the others so that we can all learn from each other.”

Christoph Loch: “This programme – you will not really find anything like this anywhere else, this combination of decision making topics. When you normally look at decision making, people will take a more normative, or simply descriptive approach of this is how people make decisions. But to dissect where the levels of vulnerability are, this is unique, or close to unique. I think that’s a reason to consider this.

“I think the second reason is frankly the team of faculty. You have 3 people who are very different, who have different expertise, but shifted from each other with some overlap. And that allows us to combine and create something, which actually integrates these very different levels of views, the competitive macro level, the social cultural level, as well as the individual level. And as a result, you get something powerful that you can take home, and that you can use as a lens to look at decisions being made in your organisations from angles that you were never aware of.

Alberto Feduzi: “I hope we will see you soon in Cambridge.”

Vincent Mak: “Looking forward to seeing you in Cambridge.”

Make strategic decisions in uncertain and complex situations

Decision-making skills can be trained, and this programme blends theory and practice to help you become a more effective decision-maker. You will learn about the main sources of decision failures at individual level (when uncertainty overwhelms us), at the group and organisational level (where we are “biased” by social interactions and implicit cultural assumptions), and at the level of strategic decisions in a competitive marketplace (where you need to intuit and pre-empt the behaviour of competitors and customers).

Organisational leaders are often called to make strategic decisions in uncertain and complex situations. Making effective decisions requires the adoption of approaches that fit the complexities of these situations, and the efficient management of decision-making processes. It also requires the ability to think strategically in highly interactive markets and with insights into the psychology behind people’s behaviour. Decision-making skills can be learned, and this programme blends theory and practice to help you become a more effective decision-maker.


Your learning journey

Module 1: Individual-level of decision making

  • Be conversant with the standard approaches to decision-making under uncertainty
  • Be able to use practical reasoning strategies and de-biasing techniques to improve strategic decision-making
  • Be able to adopt decision approaches that are suitable to deal with unknown unknowns and Black Swans.

Module 2: Group and organisational level of decision making

  • Learn about the social character of human intelligence
  • Understand the essence of culture as social learning
  • Learn how to guide culture
  • Be able to identify a small number of key social dynamics and influence them in ways that positively affect the way groups and organisations make decisions.

Module 3: The market level of decision making

  • Understand and succeed in a competitive market environment using tools such as judo strategy
  • Be able to apply behavioural insights to influence people using tools such as nudge strategies.

Download the Open Programmes brochure for more information on the modules and faculty.


  • Improve the quality of your decisions
  • How to manage “unknown unknowns” and Black Swans
  • How to influence social dynamics in organisations
  • How to make strategic decisions in a competitive market environment using tools such as judo strategy
  • How to apply behavioural insights to influence people using tools such as nudge strategies
  • Understand and apply practical tools and techniques specifically designed to improve the quality of your decision making at each level
  • On completion of the programme, participants will be awarded a digital certificate of completion by Cambridge Judge Business School Executive Education.
Icon: Executive Education Certificates of Achievement.

This programme counts towards the Cambridge Judge Business School General Management Certificate of Achievement. On completing the GMCA you will be eligible to become an associate member of Cambridge Judge Business School’s global network of graduates and business-focused University of Cambridge alumni, faculty and staff.

CPD logo

This programme is certified by the CPD Certification Service. It may be applicable to individuals who are members of, or are associated with, UK-based professional bodies.

Find out more about CPD.

The Strategic Decision-Making for Leaders programme addresses the decision making challenges that organisational leaders face at three levels: the individual level; the group and organisational level; and the market level. Your learning journey will involve examining decision making issues at all three levels and learning how to manage them with different frameworks and tools. We will draw upon lessons learned from multiple contexts, including the COVID-19 pandemic and the ever-rising concerns for environmental, social, and governance issues. Through simulations, exercises, cases, videos, and lectures, the programme will draw out learnings that you can apply when making decisions in your organisation, your team, and by yourself.
Professor Vincent Mak, Academic Programme Director

Faculty & speakers

Learn from our world-class faculty who bring fresh insights from their leading-edge research into all of our Executive Education programmes.

The Academic Programme Director (APD) for the Strategic Decision-Making for Leaders programme is Professor Vincent Mak.

Access profiles of the programme’s APD and faculty:

Download the Open Programmes brochure for more information on the modules and faculty.

Programme format

Dt Benn Lawson teaches on a face-to-face programme.


Face-to-face is a traditional, intense classroom learning experience and is all about hands-on interaction. You will be a part of exercises, debates and conversations, engaging directly with our faculty and your peers. Conversations spill over into breaktimes and meals, forming lasting connections. Share your ideas, develop your network and grow professionally, whilst enjoying the historic city of Cambridge.

Who should attend?

  • Senior to mid-level leaders of major corporations and public policymaking bodies
  • Senior leaders of small and medium-sized enterprises
  • Startup founders.

COVID-19 (Coronavirus) update

Why Cambridge Judge Business School?

Cambridge Judge faculty

All of our programmes are designed and led by an Academic Programme Director, who is a member of Cambridge Judge Business School faculty. They will also deliver substantial portions of that programme.

Leading-edge research

The research conducted by Cambridge Judge Business School’s 20 research centres, across a diverse range of disciplines, flows directly into all of our programmes, bringing new insights to our programme content.

Small group learning

With small class sizes, we continue the Cambridge way of learning that emphasises high levels of interaction with both our world-class faculty and peers.

Related programmes

Strategic Decision-Making for Leaders belongs to our Managing Organisations-topic executive education programmes. Here is a selection of related programmes:

Business Analytics: Decision-Making Using Data

22 Jun-7 Aug 2023

sing data for informed decisions is essential in today’s digital economy. Gain the tools you need to put data to work and maximise your data-based decision making. 

Read more

Strategic Thinking for the CXO

22 Jun-24 Aug 2023

Delivers the tools to help you to develop and execute strategies to create and maintain competitive advantage, during highly uncertain environments.

Read more

Integrating Risk into Strategic Decision-Making

6-8 Jun 2023 – waitlist
5-7 Dec 2023

Economic volatility, regulatory change and digital disruption are the new normal. Leaders require new ways to manage and respond dynamically to complex risks and uncertainties. Now is the time to take a broader view beyond the traditional areas of operational, financial and compliance risk.

Read more


£3,450 + VAT (Face-to-face)

VAT is charged at the prevailing rate, which is currently 20%; e.g. £3,300 + 20% = £3,960.

Fees include instruction, materials, lunch and breaks. Preferential rates may be available for groups, University of Cambridge alumni and members of the School’s Alumni Association. Please note prices pre-registration are subject to change.

Contact us

If you have any questions or would like to discuss how this programme could benefit you or your organisation, please get in touch with the programme advisor:

Emily Cannon

Business Development Manager
Open Programmes
Tel: +44 (0)7879 116930

Schedule a call with Emily

[email protected]

Emily Cannon.

Additional information

Registration closes at midday two working days before the programme start date.

Participants are expected to attend the full programme.

For information regarding payment terms, cancellation rights, transfer policies and fees, please see our terms & conditions documents:

Terms & Conditions for Self-funded Applicants (updated January 2023)

Terms & Conditions for Organisation-funded Applicants (updated January 2023)

Version 4.1 (7 March 2023)