What do you do if your Operations Research project needs to influence decision-making processes?
When you're involved in an Operations Research (OR) project, your ultimate goal is to optimize decision-making processes. This scientific approach to decision-making involves complex mathematical models, simulations, and algorithms to analyze and improve operational systems. However, the real challenge often lies in ensuring that these data-driven recommendations are considered and implemented by decision-makers. How do you bridge the gap between OR findings and practical decision-making? Let's explore strategies to ensure your OR project has a meaningful impact.
To influence decision-making, you need to deeply understand the goals and constraints of the stakeholders involved. This means engaging with them to grasp their priorities, apprehensions, and the context in which they make decisions. By aligning your OR project's objectives with their needs, you increase the chances that your findings will be relevant and persuasive. Tailoring your communication to address specific concerns or objectives can make your research more compelling and harder to ignore.
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I believe that OR is all about decision making. So it is important to understand the real-life needs from the very beginning which can then be converted into the "Goals" or the objective functions. Then, there are constraints which mostly include resources (capital, time, people, etc...). It is crucial to understand the problem to avoid wasting time and resources. For example, unbounded solutions indicate the mathematical model is not defined properly.
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The first step I took was to thoroughly understand the needs and constraints of the stakeholders involved. This involved engaging directly with them to grasp their priorities, concerns, and the context of their decision-making. By aligning the objectives of my OR project with the stakeholders' needs, I ensured that my findings were not only relevant but also tailored to be persuasive. I communicated the results in a way that specifically addressed their concerns and objectives, making the insights provided by the research compelling and impactful, thereby significantly influencing the decision-making process.
Your expertise and the validity of your research are crucial in persuading others. Take the time to establish your credibility by demonstrating your knowledge of the field and the robustness of your OR models. Ensure your data is accurate, your methodologies are transparent, and your conclusions are logical. When decision-makers trust your competence and the integrity of your work, they are more likely to consider your recommendations seriously.
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I focused on building credibility around my expertise and the validity of the research. I meticulously demonstrated my knowledge of the field and the robustness of the OR models used in the project. This involved ensuring the accuracy of the data, maintaining transparency in the methodologies employed, and presenting logical, well-supported conclusions. By taking these steps, I established trust with decision-makers, showcasing my competence and the integrity of my work. This credibility made it more likely that my recommendations were taken seriously and considered in their decision-making processes.
Complex models and jargon can alienate non-experts. To influence decisions, you must communicate your OR project's insights in a clear, concise, and accessible manner. Use visual aids like graphs and charts to summarize data and highlight key findings. A well-crafted narrative that connects the dots between your analysis and the implications for the organization can be particularly persuasive. Remember, clarity is king when it comes to communication.
Decision-makers are often looking for actionable insights, not just analyses. Therefore, your OR project should aim to provide practical solutions that can be implemented within the constraints of the organization. By presenting clear options, each with its pros and cons, you empower decision-makers with choices they can consider and apply. This approach demonstrates the utility of your research and encourages its adoption in the decision-making process.
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Business problems are described with KPI objectives. A presented solution must be prescriptive in nature and stakeholders need to see better decisions and improvement in the KPI metric. In the real world, most of the decisions are made under uncertainty, so solutions must account for it and stakeholders will then see the value of decisions.
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Real world problems are based on estimated data. Whatever solution(s) you are putting forward, whether for an operational problem like inventory relication or production planning, or a strategic problem like network design, you absolutely have to provide a risk analysis. This means, a statement like “my solution is provably optimal” will likely (and rightfully) be greeted with skepticism and distrust. Provide a posterior distribution of the key performance metrics, offer different plans that offer different trade-offs between kpis and/or expected and quantiles of outcomes. The only commercial solver that actively supports these tasks is InsideOpt Seeker.
Influencing decisions is rarely a solo effort. Collaborate with other departments or experts within the organization to integrate different perspectives into your OR project. Such collaboration can enhance the relevance of your findings and ensure that recommendations are feasible from multiple angles. Moreover, having allies across the organization who understand and support your work can be instrumental in advocating for the changes you propose.
Finally, be prepared to adapt your OR project as you receive feedback from decision-makers. They may have insights or concerns that require you to revisit and refine your models or conclusions. This iterative process not only improves the quality of your work but also shows that you are responsive and flexible—qualities that can strengthen your influence over time. By being open to evolution, you demonstrate a commitment to finding the best possible solutions for the organization.
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