Bert De Reyck
Professor and Head of Department
Department of Management Science and Innovation, UCL
Bert De Reyck is an authority in the area of decision making, risk management, project management and project portfolio management. His award-winning research in these areas has been published in numerous scientific and professional journals. Applications of his research can be found in R&D-intensive industries such as pharmaceuticals, energy, aerospace and high-tech companies. He is also a multiple-award winning educator.
Before becoming a professor and department chair at UCL, Bert was a professor at London Business School, with previous positions at Northwestern University and the Rotterdam School of Management. He still teaches at London Business School, Columbia University, and Hong Kong University.
Bert is also the founding managing director of London Business Strategies, a consulting company providing executive training and consultancy to various organisations, including Pfizer, Novartis, Unilever, Dunlop Aerospace, Eaton Aerospace, the New York Transit Authority, the Noble Group and the European Commission.
Bert has published extensively in the areas of project management, risk management, project portfolio management, including in the top scientific journals Management Science and Operations Research as well as more professionally oriented journals and the Financial Times. He is also a regular speaker at international conferences in the areas of decision analysis, management science, and project management. He has also written several award-winning cases on project management and project portfolio management. His most recent research projects include a framework to support the European Commission’s Single European Sky initiative, valuation models for supporting licensing negotiations of pharmaceutical R&D projects, an analysis of the impact of project portfolio management methods on IT project performance, and project management methods for Boeing's 787 and Lockheed Martin's F-35 Joint Strike Fighter programmes.
Bert’s teaching activities focus on strategic decision making, risk management, project management, and project portfolio management. He has won various teaching awards, and his courses on decision making and project management are among the most popular and highly rated courses at London Business School. He has also developed and taught executive courses at various other organisations, including Novartis, Merck, Sanofi Aventis, Shire, Roche, PwC, Lloyds, Continental, Oman Oil, and Diageo.
Today’s senior manager has to make decisions in a complex and dynamic environment in order to deliver outstanding performance. This often requires the need to evaluate different courses of action, assess the risks involved, defend decisions and communicate conclusions to varying stakeholders. Bert De Reyck’s sessions focus on developing your personal effectiveness at making decisions which will in-turn increase your ability to lead groups towards effective decision-making.
What is the role of intuition and experience in decision making?
Decision making, the ability to make decisions quickly and confidently, is a critical leadership skill. But, leaders can also be quickly and confidently wrong! Good executive intuition, developed through experience, is vital for effective decision making, but can be a bad teacher. We will demonstrate that intuition alone may not be sufficient to ensure effective decision making. To complement and enhance our intuition, we will discuss a structured approach and process for decision making.
How do we assess risk and deal with it?
A key area where intuition alone is typically not sufficient is how to deal with risk. As decision makers, we are constantly exposed to uncertainty. A good decision maker understands risk, can assess it and deal with it. We will discuss issues such as risk aversion and loss aversion, and other impediments to effective decision making. We will then introduce several frameworks and tools that can help decision makers assess risk, quantify it, and manage it.
How do we create an environment in which people can make great decisions?
We will also entertain a discussion on what makes a good decision. Can decision quality be measured at the time of decision making, or should we wait with passing judgment until we see the results? How do we establish accountability for decisions? We will discuss how leaders and managers can provide incentives for the people in their organisation to make good decisions, with several examples of organisations where misaligned incentives resulted in disastrous results.
Page last modified on 09 may 13 11:33