When a young Vitalii Tkachenko assembled the parts for his first invention in a school workshop in Donetsk, few could have imagined that this project would symbolize the beginning of a remarkable journey. At the time, it was merely a competition prototype — a hydraulic tricycle built from improvised materials, designed with a system that enabled movement with minimal energy expenditure. Yet even then, the qualities that would later define his career as an engineer and entrepreneur were already visible: the ability to combine technical boldness with practical results.
Today, the name Vitalii Tkachenko is recognized in professional circles across the United States as a symbol of innovative thinking in automotive engineering and vehicle restoration. He is ASE-certified, the founder of The Guaranteed Best Choice, an entrepreneur with annual revenues exceeding $5 million, and a figure whose work fuses advanced mechanics, digital technologies, and environmental responsibility.
From Inventor to Systems Engineer The hydraulic tricycle, which earned him second place in a national engineering competition, was far more than a school project. It was proof of his ingenuity, his capacity for systemic thinking, and his ability to propose solutions ahead of their time. “I was always searching for ways to use energy as efficiently as possible,” Tkachenko recalls. “With the tricycle, my goal was to show that it is possible to design a vehicle that combines structural simplicity with energy performance disproportionate to its size.”
This early experience laid the foundation for his later path: the ability to see not just a “problem” but the “potential for restoration and improvement.” It would ultimately shape his approach to vehicles that many discard as scrap but which he views as resources for a second life.
ASE Certification and New Standards of Quality In the United States, Tkachenko pursued a path of structured development. Obtaining ASE certification was a milestone, representing not only professional competence but also adherence to a high standard of engineering culture. For him, it was confirmation that his methods of repair and restoration met global benchmarks. “Certification gave me not only access to advanced technologies but also the confidence that my practices aligned with international standards,” he notes.
Innovation in the Digital Era: AI for Auctions A true challenge arose as the automotive market underwent digital transformation. Online auctions, digital catalogs, and data repositories reshaped the industry but also introduced new risks: counterfeit VIN numbers, outdated photographs, and hidden damage records. Tkachenko was among the first to propose technological solutions that extended beyond traditional engineering: the integration of artificial intelligence to analyze images and diagnose vehicle damage.
His idea is both simple and profound: if machines can be trained to detect defects on assembly lines, they can also be trained to identify flaws in auction photographs. The AI system he envisions can assess image quality, detect concealed damage, and produce objective reports for buyers. “Technology is not a threat. It is a tool that can restore fairness and transparency to the market,” Tkachenko emphasizes.
Patents and Engineering Developments Over the years, he has accumulated not only the experience of restoring more than a thousand vehicles but also a portfolio of engineering innovations. These include projects to optimize hydraulic systems, prototypes for diagnosing hybrid and electric vehicles, and concepts for integrating “smart” monitoring modules into vehicles throughout their operational life cycle. His patents and applications reflect a persistent drive to merge traditional mechanics with modern digital technologies, making transportation safer, more reliable, and more durable.
An Engineer of the Future and an Industry Leader Tkachenko today is more than an entrepreneur. He is the architect of a new engineering philosophy: restoration instead of disposal, transparency instead of opacity. His company now operates in more than twenty states, supported by a network of subcontractors, inspectors, suppliers, and logistics providers. This is no longer a local business but a model of the future automotive industry — one driven by knowledge, technology, and responsibility.
His formula for success blends several elements: a foundation in engineering education, practical inventiveness, a readiness to embrace innovation, and an uncompromising ethical stance. This unique combination transforms him from an “ordinary engineer” into a visionary who can rightly be called an engineer of the future.
Looking Ahead Today, Tkachenko speaks not only of business but of mission. He envisions a future where vehicle restoration becomes an official, certified component of the U.S. automotive ecosystem. A future where federal programs support not only the production of new EVs but also engineering initiatives to bring existing assets back to life. A future where young engineers are trained not only to invent the new but also to perfect the existing.
“I believe America can become the global leader in sustainable vehicle restoration,” he says. “For that, we need standards, we need technology, and we need integrity. I want to be part of this story. And I know we are capable of writing it.”
The story of Vitalii Tkachenko illustrates that the engineer of the future is not someone waiting for the next breakthrough technology, but someone who creates it today — combining ingenuity, science, and responsibility. This is why his name is increasingly present not only in business discussions but also in scientific and environmental debates.
The South African trading landscape is undergoing a clear transformation. Retail traders are no longer simply attracted by flashy bonuses or a wide range of tradable assets. Instead, they are now placing far greater emphasis on security, reliability, and efficiency when choosing a broker. Findings from Kantar’s Global Brand Health Tracking study highlight how rapidly these priorities are evolving and what that means for the country’s trading market.
According to an article on Joburg.co.za, trust and transparency have become non-negotiable values for traders in South Africa. This shift is visible in their top demands: smooth deposit and withdrawal processes, regulatory compliance, and guaranteed access to funds. In fact, 42% of survey respondents ranked seamless deposits and withdrawals among their top three broker requirements, while 40% emphasized financial security. These factors now outweigh older selling points such as aggressive leverage, promotional bonuses, or the sheer breadth of instruments.
Balancing caution with long-term goals
While South African traders are increasingly confident about trading as a career path, they remain conservative in how much of their income they risk. Nearly half of respondents invest no more than 5% of their monthly earnings, while 37% are willing to go as high as 25%. Interestingly, this caution does not equate to lack of ambition. On the contrary, close to 90% of seasoned traders believe their trading activity will evolve into a consistent, long-term source of income. This demonstrates a more strategic mindset, in which traders aim to build sustainable practices before scaling their exposure.
Platform features that define success
When ranking platform characteristics, South African traders overwhelmingly pointed to speed of execution, with 56% naming it their top priority. Competitive spreads and high leverage still matter—selected by 47% and 52% of participants respectively—but demand for risk-management tools is also rising. Roughly 35% valued negative balance protection, while 38% considered swap-free accounts important. This mix suggests that traders expect not only fast and cost-efficient performance but also safeguards that protect them from unnecessary risks. Brokers offering such tools will be best positioned to retain loyalty in a maturing market.
The role of brand awareness
Brand visibility also provides clues about what South African traders value. Exness, for example, achieved the highest recognition rate in the study, with 75% of respondents aware of the brand. Among them, 14% were active clients, and nearly 10% chose Exness as their primary broker. While recognition alone is not enough to guarantee loyalty, it does signal credibility and stability. In a market where reliability is paramount, strong brand perception often correlates with traders’ trust and their willingness to commit long-term.
Brokers must adapt or lose ground
The findings highlight that South African traders are no longer satisfied with brokers that merely deliver access to the markets. Instead, they demand transparency, resilience, and friction-free processes as the foundation of their trading journey. For brokers, this means evolving beyond traditional offerings. Those who can provide consistent reliability, efficient execution, and strong risk-management solutions will gain a competitive edge. Those who fail to adapt, however, risk being quickly abandoned in a market where trader expectations are only getting higher.
In the fast-moving world of digital advertising, fraud has become an expensive, evolving threat. Brands spend billions trying to capture attention online—only to have a significant slice of their budgets eaten up by bots, fake clicks, and deceptive placements. Ad fraud not only drains marketing dollars but also erodes trust in digital ecosystems and skews campaign performance data.
This article explores the current state of digital ad fraud, the methods fraudsters are using, and the tools that marketers and businesses can deploy to protect their investments.
Understanding the Scope of Ad Fraud
Digital ad fraud refers to any deliberate activity that manipulates ad delivery or reporting to generate illegitimate revenue. Common tactics include:
Click fraud: Repeated or automated clicks on pay-per-click ads, often without any real user interest.
Impression fraud: Generating fake ad views using bots or stacked ad units.
Domain spoofing: Misrepresenting low-quality or fraudulent sites as premium publishers.
Pixel stuffing: Hiding multiple ads within a single pixel to falsely increase impressions.
Ad injection: Inserting ads into websites without the publisher’s consent.
These tactics are increasingly automated and sophisticated, making them hard to detect without dedicated monitoring.
The Numbers Are Staggering
According to Statista, global losses from digital ad fraud were estimated to reach $84 billion by 2023, with projections indicating further increases as fraudsters adopt AI-driven techniques.
This means that for every dollar spent on digital advertising, a sizable portion could be going to fraudulent actors instead of real, interested customers.
Current Trends in Ad Fraud
Ad fraud doesn’t stand still—it evolves as fast as the technology used to stop it. Some of the latest trends include:
Mobile app fraud: Fake installs, hidden background clicks, and app spoofing are rampant on mobile platforms.
CTV (Connected TV) fraud: Fraudsters are exploiting the rise in streaming ads by spoofing devices and inflating impressions.
AI-generated bots: Bots that mimic real human behavior (mouse movement, dwell time, etc.) are getting harder to flag.
Affiliate marketing fraud: Fraudsters manipulate tracking links and cookies to claim credit for conversions they didn’t influence.
Understanding these new tactics is crucial for staying ahead of the curve—and avoiding wasted spend.
Tools and Techniques for Prevention
Fortunately, brands and advertisers don’t have to face this battle unarmed. There are several effective tools and strategies to combat fraud at different levels of the funnel:
Traffic validation tools: Platforms like click fraud detection software monitor and block fraudulent clicks in real time, especially on PPC platforms like Google Ads.
Ad verification services: Companies like DoubleVerify and Integral Ad Science help ensure ads are shown in safe, legitimate environments.
Bot detection APIs: Services such as HUMAN and Cloudflare can identify non-human traffic before it skews your data.
Third-party analytics: Independent attribution platforms can help cross-check ad performance and spot anomalies.
Blacklists and whitelists: Maintain updated lists of verified publishers and known fraudulent domains to manage placements more proactively.
The most effective strategy is a layered one—combining automated tools with manual audits and transparent data sharing between partners.
The Role of Regulation and Industry Standards
While tools can help, long-term solutions require stronger regulations and industry-wide cooperation. Organizations like the Interactive Advertising Bureau (IAB) and the Trustworthy Accountability Group (TAG) are working to create certification programs and transparent reporting practices.
Brands can support this by working only with certified partners and demanding better transparency from ad networks. Collective pressure helps close the loopholes fraudsters rely on.
Final Thoughts
Digital ad fraud isn’t going away—but it’s no longer something advertisers can afford to ignore. With fraud tactics growing more sophisticated, proactive defenses are essential. By staying informed, adopting the right tools, and demanding greater accountability from ad partners, marketers can protect their budgets and ensure their campaigns are reaching real people—not bots.
As automation continues to redefine business operations, one emerging player is showing what it truly means to hand over the reins to artificial intelligence. Solea AI, a San Francisco–based startup, is transforming how home service businesses operate — not by assisting human teams, but by fully replacing back-office functions with autonomous, real-time systems.
As explained in this article, Solea doesn’t position itself as just another digital tool. Instead, it presents its software as the operational core of a home services business — a fully automated office capable of managing customer interactions, appointments, and follow-up without the need for staff intervention. The platform handles inbound calls, recognizes returning clients, checks service history, and books appointments autonomously. It also sends confirmation messages, coordinates complex schedules, and even supports live agents with real-time prompts and decision logic during customer conversations.
The company was founded by Christopher Brodowski, Alexandre Delaitre, and Paul Muller — three technologists with backgrounds in computer vision, gaming infrastructure, and property tech systems. Brodowski’s early ventures in machine vision aimed to eliminate routine tasks in industrial environments. That same logic now powers Solea’s back-office systems, which are designed to offload repetitive, manual work. “Offices today are still built around phones, calendars, and humans juggling tasks,” says Brodowski. “We built Solea to take over that workload entirely.”
Delaitre, the CTO, previously developed high-frequency trading engines for gaming platforms, bringing expertise in real-time, high-availability systems that can’t afford to fail. His skills directly translate into Solea’s always-on call management and scheduling infrastructure. Meanwhile, Hilman, who worked on microservices and dispatch systems at Acre, contributes deep knowledge in the architecture of automated workflows and integration-heavy environments.
Solea is currently being used by a growing number of home service providers across the U.S., particularly those operating in fragmented or competitive regions. For these businesses, a missed call can easily mean a missed job — and lost revenue. Solea helps ensure continuity and responsiveness without the overhead of growing staff numbers. Its value proposition goes beyond cost savings, offering the ability to operate with consistency, speed, and scale, even under pressure.
What makes Solea stand out in the crowded AI space is its vertical specificity. While many AI tools attempt to be broadly applicable, Solea has been carefully built around the workflows unique to home services. It models technician scheduling, appointment rules, customer behavior patterns, compliance requirements, and even follow-up cadences. This level of specialization means Solea can outperform generalist tools in real-world service scenarios.
Looking ahead, the team continues to monitor emerging technologies such as blockchain and decentralized finance systems. They envision integrating secure transaction logging and innovative payment mechanisms that align with modern privacy and security demands.
In this vision, AI is not a background assistant but the system actually running the business. As more service-based companies look to scale without adding administrative burden, Solea’s approach suggests a clear shift: away from partial automation, and toward fully AI-driven infrastructure. The company’s model offers a powerful glimpse into how digital operations might be run in the near future — with AI not on the sidelines, but in the driver’s seat.
Emmanuella, O., OGUNRO, V. O., OLADIMEJI, S. B., IBOSIOLA, J. O., & ABUBAKAR, Y. S. (2026). Strategic Decision-Making Practices and Organizational Performance of Selected Pharmaceutical Firms in Owo, Ondo State. International Journal of Research, 12(4), 877–907. https://doi.org/10.26643/ijr/2026/22
The study investigates the relationship between strategic decision-making practuces and organizational performance of selected pharmaceutical firms in Owo, Ondo state. Intuition Strategic Decision-Making (ISDM), Rational Strategic Decision-Making (RSDM) and Participatory Strategic Decision-Making (PSDM) were used as proxy for measuring strategic decision-making practices while organizational performance was measured using productivity (PRD). Using the sample size of 94, 120 questionnaire were administered to staff of selected pharmaceutical firms in Owo and 116 was retrieved for analysis. Descriptive survey design was adopted. Descriptive statistics, correlation and multiple regression alongside ANOVA were carried for data analysis using SPSS (26). The findings revealed that intuition strategic decision-making (ISDM) and participatory strategic decision-making (PSDM) were positively and significantly related with organizational performance while rational strategic decision-making (RSDM) was positively and insignificantly related with organizational performance during the study under review. In concluaion, the study revealed that strategic decision-making practices is positively and significantly related with organizational performance. Furthermore, it indicates that strategic managers or decision makers worked with these practices in determining and providing solutions of treating issues that they may or have encounter by adopting these practices in actualizing their aims and objectives during the study under review. It was recommended that, firms should encourage the use of these SDM practices such as intuition strategic decision-making, rational strategic decision-making and participatory strategic decision making as it enhances performance of both the employees and organization.
Organizations do consider how strategic decisions are made and not only how it affects their activities and relationship with the environment though it differs between cultures as the implications and degree varies (Abubakar et al., 2019). The modern top managers’ responsibilities go beyond supervising internal activities which includes different tasks and the external environment where the business operates (George et al., 2019). Management do design procedures for strategic management to address factors that may influence an organizations’ ability to prosper and grow thereby achieving optimal positions (Anwar & Abdullah, 2021). According to Asikhia and Mba (2021) a good decision-maker chooses actions that might give best outcome after researching on the alternatives and consequences. Strategic decision-making is an important area in organization as it clearly shows the responsibility of the top management level. For enhanced organizational performance, quality decisions, team member participation, consensus are necessary (Yılmaz & Ameen, 2022).
The growth, productiveness and successes of any entrepreneurial firms or business organization in this contemporary period in the history of business wellness and stability depends mostly on effective strategic decision-making practices among decision makers in an organization (Eromafunu et al., 2022). Moreso, in todays’ competitive and dynamic business world, strategic decision-making is vital for organizations to lead or stay ahead and it strategic decision-making do encourages continual progress and organizational culture in terms of innovation. Thereby, managers may be able to identify areas that needs improvement and take advantage on new ideas by continuous testing or research and reassessing such ideas or strategies which will eventually lead to long-term success and growth (Gagan, 2023).
1.1 Statement of the Problem
Aladesoun et al. (2020) assert that in both private and public decision-making contexts, it is recognized that decisions yielding positive outcomes may also entail negative repercussions. A common challenge in decision-making processes, whether within organizations or under government oversight, is the potential for interference from organizational owners or the current administration. In certain organizations, governmental intervention presents a significant obstacle to effective decision-making, either through direct involvement in organizational operations or by influencing policy formulation that directly or indirectly impacts organizational functioning. Despite the persistent presence of such challenges, which range from management’s inability to make sound decisions to deficiencies in manpower and communication channels necessary for implementing decisions effectively, there remains a prevailing understanding of the importance of decision-making as a fundamental tool within every organization ((Malecka 2020).
The majority of management research tends to concentrate on decision-making within risky environments due to the feasibility of modeling and experimenting with expected utility maximization such as (Malel & Kemboi, 2019; Malecka 2020; Yilmaz & Ameen, 2022; Muzanenhamo & Chikosha, 2022). Academic scholars and practitioners emphasize the significance of strategic decision-making practices in evaluating organizational performance across various dimensions such as innovation, entrepreneurship, technology, knowledge, economics, healthcare, and overall organizational performance such as Ewah 2018; Sev et al. 2018; Alosani et al. 2020; Asikhia and Mba 2021; Al-Hashimi et al. 2021; Nauhaus et al. 2021; Sinnaiah et al. 2023 and revealed how strategic decision-making impacts on organizational performance.
Put differently, prior investigations into the characteristics or factors influencing the effectiveness of strategic decision-making have not produced widely applicable results or conclusions. Consequently, further empirical research is needed to ascertain which practices, characteristics or factors contribute to strategic decision-making effectiveness within organizations before definitive assertions can be made and this study aims to address this gap. Thus, the study investigated the relationship between strategic decision-making practices and organizational performance of selected pharmaceutical firms in Owo, Ondo state.
1.2 Research Questions
The under-listed research questions have been highlighted for this study:
i. Does intuition strategic decision-making influence organizational performance of pharmaceutical firms in Owo, Ondo State?
ii. To what extent has rational strategic decision-making impacted on organizational performance of selected pharmaceutical firms in Owo, Ondo state?
iii. Does participatory strategic decision-making influence organizational performance of selected pharmaceutical firms in Owo, Ondo state?
1.3 Research Objectives
This study seeks to:
i. Examine the influence of intuition strategic decision-making on organizational performance of selected pharmaceutical firms in Owo, Ondo state.
ii. ascertain to what extent rational strategic decision-making impacts on organizational performance of selected pharmaceutical firms in Owo, Ondo state.
iii. determine the influence of participatory strategic decision-making on organizational performance of selected pharmaceutical firms in Owo, Ondo state.
1.4 Scope of the Study
The study investigates the relationship between SDM practices and organizational performance using intuition strategic decision-making, rational strategic decision-making and participatory strategic decision-making in measuring SDM practices (independent variable) while productivity was used in measuring organizational performance (dependent variable). Descriptive research design was adopted using primary source of data with a sample size of 94 (ninety-four) which was done using stratified probability sampling technique of staff in selected pharmaceutical firms in Owo, Ondo state. Multiple regression analysis was carried out alongside ANOVA using SPSS version 26. The timeframe for this study was within the month of September, 2023 to February, 2024.
2.0 Literature Review
2.1 Organizational Performance
The main goal of any business is to make profit and to achieve this, organizations would put in place methods in attaining it and what drives organizations’ failure or success has been a vital subject in business which has led to investigating determinants of organizational performance (Taofeeq et al., 2019). Organizational performance has engaged the focus of many researches as performance most times are measured in monetary terms using indicators such as sales turnover, profitability. Though the interest in the research of performance is due to the fact it is the major primary objective of every business and the survival of the business depends solely on how profitable the outcome of the organization is (Orishede, 2020).
It also refers to as the capacity of a firm to realize set objectives thereby the organization achieve its goals through effective and efficient utilization of its resources and it can be reflected due to the results of the organizations’ common objectives and the method used or implemented are consistently used (Tsai et al., 2020; Sarraf & Nejad, 2020). According to Al-Hashimi et al. (2021) it can be defined as an analysis of an organizational performance as compared to its objectives and goals and it is measured in both financial and non-financial terms (Camilleri, 2021; Sinnaiah et al., 2023). Though there are different factors that can be related with organizational performance such as conflict, social influences, cross-cultural and organizational structures (Madume et al., 2024). For this study productivity will be use as proxy for organizational performance.
2.1.1 Productivity
Aladesoun et al. (2020) stated that performance of a business which determines its continued existence and development is largely dependent on the degree of productivity of its workers. Productivity is a total measure of the efficiency or capacity to transform inputs that is raw materials into finished products or services. Also, productivity is a measure that shows how well essential resources are used to achieve specified objectives in terms of quality and quantity within a given period of time. It is suitable when measuring the actual output produced compared to the input of resources, taking time into consideration (Omenazu, 2022).
2.2 Strategic Decision Making
The goal of strategic decision-making is to maximize an organizations long-term success by planning for the future (George et al., 2019). Making decisions that are important in terms of precedents created, actions performed or resources committed, strategic decision-making is a specific sort of decision-making and there is a difference between strategic decisions and tactical and operational ones (Abdullah & Othman, 2019). An important aspect of SDM is to assess the strength of organizational capacity is to maintain its position as regards changing environment as well as making daily choices and deal with issues (Adigbole et al., 2019; Ur Rehman et al., 2019). It is a systematic and logical move by top managers in choosing best approach to success in line with organizations’ long-term goals and expectations (Harappa, 2020; Aladesoun et al., 2020). It is often a non-routine and very important to organizations where top management usually plays important role which consists of competitive approaches and moves they developed to attracts customers (Osazevbaru, 2021).
According to Eromafunu et al. (2022) SDM has over-time surfaced as one of the main active phases of recent business researchers and management. Among different forms of decision- making facets, strategic decisions are very vital decisions and they play ilk central roles in any organization. SDM is very useful when addressing poorly structured issues for which there are no possible solution procedures (Asikhia & Mba, 2021). Thus, SDM involves the use of decision support systems including external and internal environmental factors that may influence the performance of managers while making decisions (Omenazu, 2022).
2.2.1 Intuition Strategic Decision-Making
One of the areas of strategic decision-making in an organization is where the strategic thinker is often based on his/her intuitive attributes in predicting what might happen and thereby take precaution steps to ascertain its expectations by nurturing the ideas being associated with inner feelings (Battaglio et al., 2019). Intuition is a fast mental perception of circumstances of decision based on past experiences without focus or reference on the main thinking of the subject matter to be decided and it is not unreasonable or administrative due to the fact that it is based on years of experience that enables top managers to opt for solutions to issues without must interest in hectic calculations as well as guesses (Ali, 2019). Though some researches have highlighted in their studies the roles of strategic thinking process among some managers within the concept of cognitive capacities which postulate that mental flexibility can influence it (Al-Jaifi and Al-Rassas, 2019; Barlach and Plonski, 2021).
Moreso, it is vital to know that making decisions depends on the problems faced by the organizations and not all problems or issues require and utilizing the process of intuition uses available information which may quicken the process of decision-making (Bozhinov et al., 2021; Sinnaiah et al., 2023).
2.2.2 Rational Strategic Decision-Making
This approach of strategic decision-making is linked by the existence of a specific and reliable detailed quantitative analysis of alternatives in decision taken thereby relatively state boundaries of the issue being analyzed and solution is identified by optimizing the selecting alternatives and development process (Deslatte, 2020). For decision-making it should be taken into consideration the efforts is to minimize risk, uncertainty, environmental instability amongst others which might influence and structure of decision-making mechanism based on hierarchical relationships that is being applied and predetermined in the organization (Nagtegaal et al., 2020; Acciarini et al., 2021).
Most scholars agree that this type of strategic decision-making will assist managers highlight issues, produce effective solutions, select the most important solutions and apply then evaluate the solution. (Hamidullah et al., 2021).
2.2.3 Participatory Strategic Decision-Making
According to Al-Hashimi et al. (2021) Participatory strategic decision-making refers to as the extent to which relevant people in organization are involved in the process of decision-making and it is the best way of securing dissemination of ideas for implementation. It should have a positive effect when successfully implemented due to the fact that it involves employees with sufficient knowledge and information of a particular circumstances or issues of place and time thereby diverse perspectives that are essential in making high quality decision (Aleksovska et al., 2021). Participatory strategic decision-making provides opportunities in achieving their agreed solutions, improved commitment and develop sense of ownership. With high level of this strategic decision-making practices, it is an important mechanism in increasing organizational adaptability to deal with uncertainties and unpredictable situations in the external environment during the process of implementation. Thus, participatory strategic decision-making also can demonstrate the objectivity of decisions to a multitude of accountability forums and increase equity (Cepiku & Mastrodascio, 2021).
2.4 Conceptual Framework
INTUITION STRATEGIC DECISION-MAKING
RATIONAL STRATEGIC DECISION-MAKING
PARTICIPATORY STRATEGIC DECISION-MAKING
STRATEGIC DECISION-MAKING PRACTICES
ORGANIZATIONAL PERFORMANCE
PRODUCTIVITY
Figure 2.0: Conceptual paradigm
(Researcher’s conceptualization, 2024)
From the diagram above, strategic decision-making practices (independent variable) is measured with intuition strategic decision-making, rational decision-making and participatory decision-making while organizational performance (dependent variable) is measured with productivity.
2.5 Theoretical Review
This study made use of Satisficing theory and Garbage-Can theory
2.5.1 Satisficing Theory
Simon (1957) introduced the concept of bounded rationality, which acknowledges that decision-makers face constraints such as limited information, time, and cognitive capacity due to the dynamic and competitive nature of industries and business environments. Instead of aiming for optimization, decision-makers operate within these limitations by working with simplified and restricted knowledge to arrive at satisfactory, compromise choices, a concept termed “satisficing” (Marshall, 1998). Simon argued against the existence of pure optimization in the real world, asserting that only “good enough” alternatives are attainable.
In contrast to the rational decision-making paradigm, bounded rationality emphasizes the pragmatic pursuit of satisfactory outcomes rather than exhaustive optimization (Williams, 2002). It acknowledges the inherent uncertainty and complexity of decision-making processes, recognizing that the search for the optimal solution may be endless, impractical, and costly. Instead, bounded rationality suggests that decision-makers are better served by accepting compromise solutions that adequately address the challenges they face, rather than endlessly seeking the elusive “best” solution (Ahmen et al., 2014; Elikwu & Mohammed, 2019).
2.5.2 Garbage-Can Theory
Cohen et al. (1972) were among the first to explore the garbage-can model within the realm of organizational decision-making (DM), aiming to refine and adapt prevailing theoretical frameworks to better understand empirical observations (Olsen, 2001). This model is widely regarded as the most unpredictable and fluid approach to strategic decision-making (SDM), typically manifesting in organizations grappling with high levels of uncertainty. Strategic decisions are triggered by participants’ attention to issues and opportunities, as well as their level of engagement in the decision-making process. These decisions unfold within environments characterized by incomplete rationality (Teasley & Harrell, 1996).
In complex environments, problems and solutions defy straightforward translation into a logical sequence of steps, as proposed by the rational decision-making model. Decision-making processes that deviate from the assumptions of traditional models are often labeled as “organized anarchies.” These environments typically exhibit three key traits. Firstly, decision-makers may possess ambiguous, inconsistent, or conflicting preferences. Secondly, there is often a lack of clarity regarding the technology or methodology employed in decision-making processes, leading to solutions being discovered through trial and error rather than through systematic analysis. Finally, decision-makers exhibit varying degrees of flexibility, and their alignment towards a common goal may be uncertain.
In relating this theory with the strategic decision-making, scholars have suggested that Cohen and his associates introduced the garbage-can model as a reaction to the perceived inadequacies of rational models in addressing decision-making challenges within complex and turbulent environments (Eisenhardt & Zbaracki, 1992). Olsen (2001) further elucidates that the garbage-can model aims to shed light on empirical observations, refining existing organizational DM theories to offer greater clarity. Unlike other models, it eschews a linear policy development process, as such an approach would be deemed overly rational (Tiernan & Burke, 2002).
2.6 Empirical Review
Malel and Kemboi (2019) determined the influence of strategic decision making on the performance of commercial banks in Eldoret town, Kenya which was reinforced by the theory of innovation diffusion. The study findings showed that innovation strategy have a positive and significant influence with (β=0.244, p< 0.05) on performance of commercial banks in Eldoret town. The study recommends that the management of commercial banks need to at all times evaluate and monitor the implementation of the decision reached for them to have an overview of their progress and if they are achieving their intended goals and objectives.
Asikhia and Mba (2021) evaluated the impact of strategic decision-making on organizational performance, highlighting those effective decisions stem from thorough information analysis. Through a systematic review of articles, the paper sheds light on factors affecting organizational performance, such as management, employee behavior, decision-making processes, and environmental dynamics. Drawing on Herbert Simon’s administrative behavior theory, the study concludes by affirming the vital role of strategic decision-making in enhancing organizational effectiveness.
Al-Hashimi et al. (2021) developed and evaluated an integrated model of the strategic decision-making process and its outcomes within public organizations. Their model incorporates procedural rationality, intuition, participation, and constructive politics as factors influencing the successful implementation of strategic decisions. The study found that successful implementation fully mediated the relationships between procedural rationality, participation, constructive politics, and the outcomes of strategic decisions.
Eromafunu et al. (2022) investigate the influence of strategic decision makers’ characteristics on effective strategic decision-making in various government agencies and commissions in Delta state, Nigeria. The findings reveal a significant positive relationship between strategic decision makers’ cognitive diversity and effective strategic decision-making. However, no direct relationship was found between cognitive complexity and effective decision-making. Interestingly, when cognitive complexity was considered alongside cognitive diversity, a positive correlation emerged.
Yılmaz and Ameen (2022) determined the impact of strategic decision-making in improving organizational performance and the relationship between strategic decision-making and organizational performance, identifying the demographic characteristics of manager and learn about decision-making approaches and their role in organizational performance. The study was a descriptive cross-sectional design. The findings indicated the existence of the relationship and correlation between the research variables, which stated that depending on strategic decision-making will lead to increase organizational performance and employee performance, this revealed an impact of strategic decision-making on organizational performance.
Muzanenhamo and Chikosha (2022) examined the effect of strategic decision-making context on organizational performance in culturally diverse occupational settings of Bindura Nickel Mine. Descriptive research design was adopted. It was established that leader psychological path and follower psychological path had a significant direct effect on organizational performance, while legislative context, economic context and firm resources had some weak association. It was concluded that strategic decision-making context is the predictor of organizational performance. Finally, recommends further research on the impact of strategic influence and strategic talent development on organizational performance.
Omenazu (2022) focused on presenting and discussing the relationship between strategic decision-making and organizational performance in greater depth. The findings shed light on the factors that influence managers’ decision-making and performance, such as the environment in which they work and the leadership style they employ. Strategic decisions involving the use of decision support systems, as well as internal and external environmental factors that influence the performance of managers in making them, have been shown to have an impact on the performance of strategic decisions that have a direct impact on the overall performance of the organization.
Sinnaiah et al. (2023) presented a conceptual framework for integrating strategic thinking factors, organizational performance and the decision-making process. This involves a synthesis of literature and proposes a framework that explores the relationship between strategic thinking enabling factors, organizational performance and the moderating effect of decision-making styles which includes strategic thinking enabling factors (systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis), organizational performance and the moderating effect of decision-making styles (intuitive and rational). From the results in conceptual model, it remains to be tested in actual practice.
2.7 Research Gap
The majority of management research tends to concentrate on decision-making within risky environments due to the feasibility of modeling and experimenting with expected utility maximization such as (Malel & Kemboi, 2019; Malecka 2020; Yilmaz & Ameen, 2022; Muzanenhamo & Chikosha, 2022). Academic scholars and practitioners emphasize the significance of strategic decision-making practices in evaluating organizational performance across various dimensions such as innovation, entrepreneurship, technology, knowledge, economics, healthcare, and overall organizational performance such as Ewah 2018; Sev et al. 2018; Alosani et al. 2020; Asikhia and Mba 2021; Al-Hashimi et al. 2021; Nauhaus et al. 2021; Sinnaiah et al. 2023 and revealed how strategic decision-making impacts on organizational performance.
Put differently, prior investigations into the characteristics or factors influencing the effectiveness of strategic decision-making have not produced widely applicable results or conclusions. Consequently, further empirical research is needed to ascertain which practices, characteristics or factors contribute to strategic decision-making effectiveness within organizations before definitive assertions can be made and this study aims to address this gap. Thus, the study investigated the relationship between strategic decision-making practices and organizational performance of selected pharmaceutical firms in Owo, Ondo state.
3.0 RESEARCH METHODOLOGY
3.1 Research Design
The study used a descriptive survey research design. Descriptive survey is restricted to factual registration and that there is no quest for an explanation why reality is showing itself this way (Voordt, 2014). This ensures objectivity and neutrality in drawing conclusions (Mugenda & Mugenda, 2003). This was appropriate for the study since it sought to create the actual understanding of strategic decision-making practices and organizational performance.
3.2 Population of the Study
The population of this study, consists of staff of selected pharmaceutical firms in Owo, Ondo State. Table 1 illustrates the selected pharmaceutical firms along-side with the number of staff.
Table 1: Distribution of staff of selected branches
S/N
NAME OF PHARMACY
NUMBER OF STAFF
1
Chinare Ani Pharmacy
12
2
Emmayemi Pharmacy
12
3
Femih Pharmacy Ltd
13
4
Godman Pharmacy
10
5
HealthWatch Pharmacy
23
6
Ifeoluwa Medicine Store
10
7
Jobath Pharmacy
14
8
N. O. Chrisval Pharmacy
11
9
Wellfast Pharmacy
10
10
Wondacare Limited Pharmacy
8
Total
123
Source: Field Survey, 2024
3.3 Sample and Sampling Technique
The sample size for the study is 94 staff of selected pharmaceutical firms in Owo, Ondo state. The sampling technique used for this study was stratified random probability sampling technique. The reason for the choice was due to the fact that the firms consist of different units (full and contract staff), the selection was done based on these categories to ensure that all employees are represented in the choice of the sample. The sample size for this study was arrived at using Taro Yamane formular which is illustrated below:
3.4 Research Instrument
The instrument used to gather information in this research work was primary data through the use of questionnaire. The questionnaire seeks information about the respondents’ demographic data and opinion on the impact of strategic decision-making practices on organizational performance of selected pharmaceutical firms in Owo, Ondo state. All statement items were measured on a five-point Likert scale ranging from Strongly Agree (SA) to Strongly Disagree (SD).
3.5 Validity and Reliability of Instrument
The validity of the research instrument used for this study was carried out, the questionnaire design was given to my supervisor for vetting and after series of corrections on the instrument, it was discovered to be valid based on the variables used for this study. Therefore, face and content validity were used for the research instrument. The result of the reliability test shows that each of the variables are reliable since they are more than 0.828 coefficient which is illustrated below.
Table 2: Result of Reliability Test (n=)
Construct
Number of Items
Cronbach’s Alpha Coefficient
PRD
5
0.821
ISDM
5
0.922
RSDM
5
0.810
PSDM
5
0.733
Overall Alpha
0.828
Source: Researcher’s Fieldwork, 2024.
3.6 Method of Data Analysis
Data analysis was in two parts. Frequencies, means and percentages were used to describe the characteristics of the sample. Further, regression analysis was used to infer meaning about the entire population from the sample findings. Analysis of variances, model summaries and regression coefficients were used to describe the characteristics of population of study. Statistical Package of Social Sciences (SPSS) version 26 and excel were used as the principal data analysis tools. The findings were presented in tables.
3.7 Model of Specification
This comprises of the elements used in measuring the independent variable (Strategic Decision-Making Practices) which are Intuition Strategic Decision-Making (ISDM), Rational Strategic Decision-Making (RSDM), Participatory Strategic Decision-Making (PSDM) on the dependent variable (Organizational Performance) which is measured by Productivity (PRD).
The model for the study is functionally state below:
ⅈ = Samples of Selected Pharmaceutical firms in Owo, Ondo State.
The apriori expectation for this study is stated that:
β1, β2, β3 > 0, the reason been that the variables used here is a process dimension
4.0 Data Presentation and Analysis
From the total number of 120 (one hundred and twenty) questionnaire distributed to all staff of selected pharmaceutical firms in Owo, Ondo state, 116 (one hundred and sixteen) questionnaire was retrieved representing 97% for analysis.
4.1 Demographic Characteristics
Table 4.1: Demographic Characteristics of Respondents
Demographic Characteristics
Categories
Frequency
Percentage
Gender
Male Female Total
44 72 116
38 62 100
Age
21 – 30 years 31 – 40 years 41 – 50 years 51 and above Total
48 32 26 10 116
41 28 22 9 100
aaMarital Status
Married Single Widow/Widower Divorced/Separated Total
41 52 5 18 116
35 45 4 16 100
Qualification
O’ Level ND/NCE HND/B.Sc. MBA/M.Sc. PhD Total
24 48 36 6 2 116
21 41 31 5 2 100
Work Experience
0 – 2 years 3 – 5 years 6 – 10 years Total
40 52 24 116
34 45 21 100
Designation
Chief Executive Officer Manager Pharmacist Laboratory Officer Front Desk Officer Secretary Cashiers Cleaners Total
8 10 12 14 34 8 18 12 116
7 9 10 12 29 7 16 10 100
Source: Researchers’ computation (2024)
From Table 4.1, 116 respondents’ staff of selected pharmaceutical firms in Owo, Ondo state were captured for gender, 44 representing (38%) were male while 72 representing (62%) were female. This indicates that staff of selected pharmaceutical firms in Owo, Ondo state are more dorminated with female. Out of 116 respondents captured for age, 48 staff representing (41%) ranged between 21-30 years, 32, (28%) of staff captured were between 31-40 years, 26, (22%) of staff ranged between 41-50 years while 10, (9%) were within the range of 51 years and above. This implies that most of the staff of these selected pharmaceutical firms are young and fit for responsibilities. Out of 116 respondents captured for marital status, 41 staff representing (35%) were married, 52, (45%) were single, 5, (4%) were stated as widows/widowers and 18, (16%) were recorded as divorced/separated. This implies that the majority of the staff working at these firms are single. 116 respondents recorded for qualification, 24 staff obtained Ordinary Certificate representing (21%), 48 of them obtained ND/NCE representing (41%), and 36, (31%) attained HND/B.Sc, 6, (5%) were having either MBA or MSc while 2, (2%) were PhD holders. This shows that these firms have more of ND/NCE certificates holders. For work experience, out of 116 respondents recorded, 40, (34%) have spent between 0 – 2 years, 52 (45%) have spent 3 – 5 years, 24 respondents representing (21%) have spent 6 – 10 years working experience in these firms. This indicates that they have more dedicated and competent staff who have been with them for long. Finally, 8 respondents representing (7%) are CEO of these selected firms, 10, (9%) recorded were managers, 12, (10%) are stationed pharmacist of these selected firms, 14, (12%) are laboratory staff, 34, (29%) are recorded as front desk officers of these selected firms, 8, (7%) are secretaries, 18, (16%) recorded are cashiers while 12, (10%) are cleaner of these firms. This implies that the selected pharmaceutical firms have more of front desk officers that other designated staff during the period under review.
The summary of descriptive statistics from the above table indicates that during the study under review, the average productivity (PRD) is 5.67 with a standard deviation of 1.42, a minimum of 2.64 and a maximum of 8.64, this implies that organizational performance is been determined based on how the top managers or decision makers made use of their essential resources effectively well in accomplishing their objectives in terms of quality and quantity during the period under review. Intuition strategic decision-making (ISDM) on average is 4.35, with a standard deviation of 2.21 and minimum of 6.31, maximum of 11.05 which shows that they were able to predict what might happen in the future by taking precaution steps to ascertain their expectations thereby nurturing ideas based on past experience in solving issues that may arise. Rational strategic decision-making (RSDM) on average is 4.121 with a standard deviation of 2.651, a minimum value of 10.51 and a maximum value of 11.44 this indicates that the decision makers were able to highlight issues thereby providing effective solutions by selecting the most important solutions to apply then evaluate the solution. Participatory strategic decision-making (PSDM) on average is 5.42 with a standard deviation of 2.55, a minimum value of 11.46 and a maximum value of 14.51 this shows that managers or decision makers allow employees to participate in providing ideas or solutions in solving issues concerning their firms. Thereby, providing opportunities in achieving agreed solutions, improvement in commitment and developing sense of ownership.
4.2.2 Correlation Analysis
Table 4.3: Pearson Correlation Matrix of the Dependent Variable and Independent Variable
Variable
PRD
ISDM
RSDM
PSDM
PRD
1.000
ISDM
.863**
1.000
RSDM
.681**
.641**
1.000
PSDM
.721**
.664**
.671**
1.000
**Correlation is significant at the 0.000 level (2-tailed). Sample size =116
Source: (SPSS Output Own Survey Result, 2024)
The table above present the relationship that exists between strategic decision-making practices variables (intuition strategic decision-making, rational strategic decision-making and participatory strategic decision-making as against organizational performance (productivity) of staff of selected pharmaceutical firms in Owo, Ondo state. It revealed that intuition strategic decision-making (ISDM) shows a positively and strongly relationship with productivity (PRD) at 0.863 representing 86%. Rational strategic decision-making (RSDM) shows a positive and average relationship with productivity (PRD) at 0.681 representing 68% while participatory strategic decision making (PSDM) indicates a positive and strong relationship with productivity (PRD) at 0.721 representing 72%. Therefore, the table presented shows that the variables tested were significant statistically at 0.000 which indicates that strategic decision-making has a direct relationship with organizational performance.
4.2.3 Regression Analysis
Table 4.4 Multiple Regression Results
Model Summary
Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
1
.671a
.443
.316
1.84069
a. Predictors: (Constant), Productivity, Intuition Strategic Decision-Making, Rational Strategic Decision Making and Participatory Decision-Making
ANOVAa
Model
Sum of Squares
df
Mean Square
F
Sig.
1
Regression
254.640
63
68.361
14.132
.000b
Residual
1159.670
560
8.654
Total
1417.110
595
a. Dependent Variable: Productivity
b. Predictors: (Constant), Intuition Strategic Decision-Making, Rational Strategic Decision Making and Participatory Decision-Making
Coefficients
Model
Unstandardized Coefficients
Standardized Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
2.522
1.132
2.227
.000
Intuition Strategy Decision-Making
.236
.113
.246
2.088
.000
Rational Strategic Decision-Making
.150
.066
.163
2.272
.063
Participatory Strategic Decision-Making
.242
.057
.225
4.298
.001
a. Dependent Variable: Productivity
Source: Researcher’s Computation (2024).
Source: SPSS Version 26.0
4.2.4 Discussion of Findings
The study investigates the relationship between strategic decision-making practices and organizational performance of selected pharmaceutical firms in Owo, Ondo state. Three components of strategic decision-making practices were examined, intuition strategic decision-making, rational strategic decision-making and participatory strategic decision-making in relationship with the dependent variable organizational performance which was measured with productivity. From the findings intuition strategic decision-making (ISDM) shows a coeff-value of 0.236, t-value of 2.088 and P-value of 0.000 which is positive and significantly related to organizational performance. which implies that strategic managers or decision makers of the selected pharmaceutical firms under review were able to predict the issue that might arise in future thereby providing solutions based on their past experiences. This is related to the studies Al-Hashimi et al. (2021); Yilmaz and Ameen (2022); Sinnaiah et al. (2023) which indicates a positive and significant relationship with organizational performance. Rational strategic decision-making (RSDM) has a coeff-value of 0.150, t-value 2.272 and P-value 0.063 implying that RSDM is positively and insignificantly related to organizational performance during the study under review, which indicates that they were not able analyzed some of the possible solutions provided in solving their issues which might lead to these firms not actualizing their objectives if this option is opted for. The result of the findings did not aligns with the studies carried out by Al-Hashimi et al. (2021); Nauhaus et al. (2021); Asikhia and Mba (2021); Yilmaz and Ameen (2022); Sinnaiah et al. (2023) whose findings stated that rational strategic decision-making is positively and significantly related to organizational performance. Participatory strategic decision making (PSDM) has a coeff-value of 0.242, t-value of 4.298 and P-value of 0.001 which means that PSDM is positively and significantly related to organizational performance. This implies that the decision makers of these pharmaceutical firms provide opportunities for employees to participates in providing solutions or ideas thereby achieving agreed solutions, improvement of commitment and developing sense of ownership during the period under review. This study aligns with the studies carried Sev et al. (2018); Al-Hashimi et al. (2021); Asikhia and Mba (2021); Muzanenhamo and Chikosha (2022) which states that participatory strategic decision-making is positively and significantly related with organizational performance during the study under review.
From the study it reveals that strategic decision-making practices is positively and significantly related with organizational performance of selected pharmaceutical firms in Owo, Ondo state which aligns with the studies of Sev et al. (2018); Malel and Kemboi (2019); Aladesoun et al. (2020); Arend (2020); Al-Hashimi et al. (2021); Asikhia and Mba (2021); Muzanenhamo and Chikosha (2022); Bonnyventure et al. (2022); Yilmaz and Ameen (2022); Eromafunu et al. (2022); Sinnaiah et al. (2023); Gagan (2023) during the study under review.
5.0 CONCLUSION AND RECOMMENDATIONS
5.1 Conclusion
This study investigates the relationship between strategic decision-making practices and organizational performance of selected pharmaceutical firms in Owo, Ondo state. Three components of strategic decision-making practices examined which are intuition strategic decision-making, rational strategic decision-making and participatory strategic decision-making in determining the relationship with organizational performance (productivity). The results show that intuition strategic decision-making (ISDM) and participatory strategic decision-making (PSDM) were positively and significantly related with organizational performance while rational strategic decision-making (RSDM) was positively and insignificantly related with organizational performance during the study under review. Thus, the study revealed that strategic decision-making practices is positively and significantly related with organizational performance. Furthermore, it indicates that strategic managers or decision makers worked with these practices in determining and providing solutions of treating issues that they may or have encounter by adopting these practices in actualizing their aims and objectives during the study under review.
5.2 Recommendations
Based on the result above, the following recommendations are highlighted below:
That firms should encourage the use of these SDM practices such as intuition strategic decision-making, rational strategic decision-making and participatory strategic decision making as it enhances performance of both the employees and organization.
That firm’s decision makers should more conscious when adopting intuition strategic decision-making as it is based on steps in ascertaining expectations.
That decision makers should encourage the use participatory strategic decision-making as its one of the best method of motivating and providing opportunities of employees to showcase their abilities and capabilities in the organization for better commitment development of employee.
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Contract lifecycle management (CLM) tools are no longer a niche solution for legal departments—they’re now a critical function across procurement, sales, HR, and finance. The best platforms help organizations centralize agreements, accelerate review cycles, reduce legal risks, and ensure compliance. Yet with a growing ecosystem of vendors, each offering different strengths, it’s easy to feel overwhelmed when making a choice.
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Geared primarily for legal users
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Axdraft is ideal for companies that want to enable sales or HR teams to self-serve contracts while still using legal-approved templates. It’s a major productivity booster for repetitive, low-risk agreements.
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Clean, simple interface
Budget-friendly
Excellent for contract storage and alerts
Cons:
Limited workflow automation
No advanced integrations
Contract Hound is perfect for organizations that want to move away from spreadsheets and shared drives, but don’t yet need enterprise-grade automation.
6. Juro
Juro is designed for in-browser contract collaboration. Legal and business teams can co-author contracts, manage approvals, and negotiate terms without ever leaving the platform. Its integrated editor and sidebar negotiation history reduce email back-and-forth.
With built-in analytics and templates, Juro also supports faster drafting and better visibility into contract lifecycles. The platform is particularly attractive for startups and tech companies.
Pros:
Full in-browser collaboration
Clean design and UX
Sidebar version and comment tracking
Cons:
Less suited for highly regulated industries
Limited offline access
Juro is ideal for digital-first businesses seeking agility and speed. It supports short sales cycles and encourages legal-business cooperation.
7. Agreemint
Agreemint is a data-driven contracting tool built to streamline the sales contract process. It uses analytics to identify delays, measure negotiation metrics, and recommend changes to templates or workflows.
The platform integrates into CRMs like Salesforce and features negotiation playbooks that guide users through optimal contract scenarios. It adds strategic value by helping teams improve their contracting process over time.
Pros:
Metrics-driven workflow optimization
CRM integration
Negotiation playbooks
Cons:
Focused heavily on sales use cases
May require training for full adoption
Agreemint is best for sales ops teams that want to reduce friction in closing deals. Its real-time insights improve process and performance.
8. MochaDocs
MochaDocs offers a visual contract management system with a calendar-style interface. It specializes in contract alerts, deadlines, and automated reminders to ensure nothing is missed post-signature.
Its focus is more on obligation management than drafting. It helps ensure that contracts are not forgotten once signed, offering reporting tools to manage milestones and expirations.
Pros:
Visual deadline tracking
Focus on post-signature compliance
Simple user interface
Cons:
Lacks robust pre-signature tools
Minimal integration options
MochaDocs is ideal for facilities, HR, or administrative departments that manage service and vendor agreements. It ensures post-signature performance and accountability.
9. Trackado
Trackado is a contract tracking platform with strong budget visibility and financial integration. It links contract data to financial outcomes, helping companies understand obligations, cash flow impact, and renewal exposure.
The platform supports contract tagging, user roles, alerts, and document linking. Its pricing structure is attractive to SMBs with limited resources.
Pros:
Financial contract insight
Cost-effective
Straightforward UI
Cons:
No automated contract creation
Not ideal for large enterprises
Trackado fits companies needing simple visibility into contract financials. It enhances accountability without the need for complex configuration.
10. Spotler CLM
Spotler CLM is a new entrant in the market, blending AI assistance with contract drafting and risk scoring. It’s designed to flag potential compliance issues during authoring and offer clause suggestions based on prior contracts.
With Slack and Teams integrations, Spotler encourages communication between departments. It focuses on reducing legal bottlenecks while preserving control over high-risk clauses.
Pros:
AI-assisted drafting
Clause recommendations
Collaboration integrations
Cons:
Still developing feature maturity
Limited enterprise case studies
Spotler CLM is suitable for agile legal teams that want faster turnaround without sacrificing oversight. It’s a forward-looking tool with room to grow.
In the modern manufacturing landscape, inefficiency remains an unfortunate constant across the industry. Production facilities worldwide struggle with outdated equipment, manual documentation processes, and reactive approaches to maintenance. These persistent inefficiencies translate directly into increased costs, reduced productivity, and diminished competitive advantage. Many manufacturing operations find themselves caught in costly cycles of unplanned downtime and emergency maintenance, significantly limiting their potential in an increasingly demanding market.
The solution to these widespread challenges lies in comprehensive digitalisation. Far beyond simply being an industry buzzword, digitalisation represents a transformative approach that can convert traditional manufacturing operations into streamlined, data-driven powerhouses of productivity.
According to this detailed analysis from GlobalReader, manufacturers can follow a structured five-step process to achieve digital transformation. This methodical approach helps factories harness the power of data and smart technologies to optimize processes, anticipate problems before they occur, and maximize overall operational efficiency.
Before diving into the digitalisation process, it’s important to distinguish between digitisation and digitalisation—terms often used interchangeably despite their significant differences. Digitisation simply refers to converting analog information into digital formats, like scanning paper documents or implementing basic sensors. Digitalisation, by contrast, involves leveraging digital technologies to fundamentally transform business models and create new value-generating opportunities through process optimization and intelligent system integration.
The 5-Step Path to Manufacturing Excellence Through Digitalisation
Step 1: Establishing the Foundation with Manufacturing Data Collection
Every successful digitalisation journey begins with comprehensive data collection. This critical first step provides the foundation upon which all subsequent improvements are built. Without accurate, real-time data, identifying inefficiencies and improvement opportunities remains virtually impossible.
Overall Equipment Effectiveness (OEE) emerges as a vital metric during this initial phase. This multifaceted measurement evaluates manufacturing efficiency through three critical components: availability (uptime), performance (production speed), and quality (defect rate). Together, these indicators provide a comprehensive view of operational effectiveness.
Modern data collection systems utilize advanced sensors and monitoring devices that integrate seamlessly with existing equipment. These technologies capture real-time information on machine performance, production rates, downtime incidents, and other key operational metrics. Whether measuring production quantities, monitoring operating times, or tracking environmental conditions, these systems provide the essential raw data needed to drive improvement.
The implementation of robust data collection infrastructure transforms previously invisible or delayed information into immediately accessible insights, creating the necessary foundation for data-driven decision making throughout the organization.
Step 2: Transforming Raw Data into Actionable Intelligence
With data collection systems established, the second step focuses on analytics capabilities that transform raw information into meaningful, actionable intelligence. While data collection is essential, the real value emerges from interpretation and analysis that reveals operational patterns and improvement opportunities.
Real-time performance dashboards that offer instant visibility into production metrics
Customized reporting tools tailored to specific operational requirements
Trend analysis capabilities that identify patterns invisible to human observation
Automatic notification systems that alert management to anomalies or deviations
These analytical capabilities enable management teams to understand operational realities with unprecedented clarity, supporting faster, more informed decision-making. Rather than relying on intuition or delayed reports, leaders gain access to objective, real-time insights into every aspect of production.
The cultural impact of this transition cannot be overstated—organizations move from opinion-based to evidence-based decision making, establishing data as the foundation for continuous improvement efforts.
Step 3: Building Transparency and Collaboration Through Real-Time Information Sharing
The third digitalisation phase focuses on creating operational transparency and enhancing cross-functional collaboration. With data collection and analysis capabilities in place, information must become accessible to everyone involved in the production process, from operators to executives.
Modern operator interfaces and information-sharing systems enable:
Real-time visibility into machine performance, quality metrics, and production targets
Interactive visual dashboards that communicate complex information in intuitive formats
Digital documentation of quality issues, maintenance needs, and process improvements
Collaborative problem-solving across departments and management levels
This transparency eliminates traditional information silos, creating a single source of truth that aligns all stakeholders around common objectives and shared understanding. By replacing paper records and disconnected spreadsheets with integrated digital systems, manufacturers create environments where problems are identified quickly and addressed collaboratively.
Enhanced transparency leads directly to improved quality control, reduced waste, and more efficient troubleshooting when production issues arise. The collaborative aspect proves critical—success requires coordinated effort across organizational boundaries and hierarchy levels.
Step 4: Developing Predictive Capabilities Through Intelligent Scheduling
After establishing what happened historically and why it occurred, manufacturing organizations must develop forward-looking capabilities to anticipate future scenarios. This fourth step focuses on production scheduling and maintenance planning systems that optimize resource allocation and prevent problems before they occur.
Advanced scheduling platforms provide:
Intelligent production planning that balances capacity, demand, and resource constraints
Real-time schedule adjustments based on changing conditions or priorities
Preventive maintenance scheduling that minimizes unplanned downtime
Inventory optimization to ensure material availability without excess carrying costs
These predictive capabilities transform operations from reactive to proactive, allowing manufacturing teams to anticipate challenges and optimize resources accordingly. The transition from calendar-based to condition-based maintenance represents a particularly significant improvement, reducing both maintenance costs and equipment downtime.
By integrating historical data with predictive algorithms, manufacturers can optimize production flow, maintenance activities, and resource allocation—creating more resilient and adaptable operations capable of responding quickly to changing market demands.
Step 5: Creating an Integrated Smart Factory Environment
The final digitalisation step involves integrating all previous elements into a cohesive Smart Factory ecosystem. This comprehensive approach combines data collection, analytics, transparency, and predictive capabilities into a unified system that continuously optimizes every aspect of production.
A fully realized Smart Factory incorporates:
Interconnected systems where all machines, processes, and departments share information seamlessly
Advanced predictive maintenance capabilities that virtually eliminate unplanned downtime
Continuous improvement mechanisms powered by machine learning and artificial intelligence
Integrated resource planning that optimizes material flow, energy usage, and labor allocation
This integration delivers value across organizational levels—from executives gaining strategic insights to operators receiving real-time guidance. The resulting environment enables unprecedented levels of efficiency, quality, and responsiveness to market demands.
While Smart Factories significantly enhance operational performance, they don’t eliminate all challenges. New complexities may emerge, including:
Identifying new types of bottlenecks that become visible only after obvious inefficiencies are addressed
Managing increased supply chain demands as production capacity and efficiency improve
Addressing scaling limitations as productivity growth creates new resource constraints
Understanding that digitalisation represents a journey rather than a destination helps manufacturers maintain realistic expectations while pursuing continuous improvement through technological evolution.
Embracing the Digital Manufacturing Future
The five-step digitalisation journey—from basic data collection through integrated smart factory creation—offers manufacturers a clear path toward operational excellence. This structured approach transforms traditional production facilities into data-driven, highly efficient operations capable of meeting increasingly demanding market requirements.
Advanced solutions incorporating artificial intelligence and machine learning further enhance these capabilities, enabling sophisticated anomaly detection and process optimization beyond human analytical capabilities. These technologies help identify subtle production deviations and resolve emerging bottlenecks before they impact overall system performance.
For manufacturers ready to embrace digitalisation, the path forward involves strategic implementation of these five steps, creating a foundation for sustainable growth and competitive advantage in an increasingly digital manufacturing landscape. The journey may present challenges, but the potential rewards—increased efficiency, reduced costs, improved quality, and enhanced market responsiveness—make digitalisation an essential strategy for manufacturing excellence in the modern era.
The evolution of artificial intelligence-enabled content generators has had a profound effect on the world’s education system. Are you wondering if college admissions teams use AI detection software to scan your essays or not? Well, the short answer is yes, they do. Many students around the world agree that gaining admission to universities is one of their biggest worries. Colleges now use advanced AI detectors to identify AI-written content for research and other academic activities. While AI detectors are now widely used by higher learning educational institutions, the tools and detection policies differ between colleges. Human review helps ensure originality, authenticity, and academic integrity.
How to Avoid AI Detection in Your College Academic Writing
Each year, American college admission offices receive thousands of applications from domestic and international students seeking to advance their qualifications. Checking for AI in essays has become a standard in many colleges. A recent survey by Intelligent found that about 50% of higher learning institutions use AI to improve their admission review processes, with an additional 23% planning to use the technology in the near future. The introduction of Open AI’s ChatGPT and other innovative content generators has sparked discussion about the impact of artificial intelligence on academic activities. Finding ways to avoid AI detection is essential if you don’t want your essays to be flagged as robotic text. Here are some actionable strategies students can follow to bypass AI detection.
Use the Best AI Text Detector Software
One of the most effective ways to evade AI detection in your college essays is to use the most advanced AI text humanizing software, such as Walter Writes AI, to improve the originality of your content. Not all AI writing apps are designed to create human-like content. That is why students should consider using the best AI text humanizer to transform their academic writing. Walter AI is a powerful tool for detecting, bypassing, and humanizing all text. Students can leverage this application to ensure authenticity in their essays and other academic submissions. The world’s most sophisticated and trusted AI humanizer can verify if your essays pass all popular AI detectors, including GPTZero and Turnitin.
Understand How to Properly Rephrase and Paraphrase Your Content
Many AI text detectors scan for repetitive phrases, so understanding the best practices to reword entire paragraphs can be of great help in bypassing AI flags. Learning how to properly paraphrase and rephrase your texts is a smart strategy to maintain the key element of your academic writing while transforming the vocabulary and sentence structure. According to research, effectively rephrasing your writing can decrease your risk of AI detection by 15-20%.
Include Personal Experiences and Anecdotes
Another proven way to skip AI detection is to share personal anecdotes and perspectives. Readers love engaging with real-life content written by actual people. You can incorporate a human touch to your AI text by sharing your personal experiences, which is something that existing AI content generators lack.
Humanizing your AI content is more crucial now than ever before. If you are a student who wants to avoid the ramifications that come with using AI to draft your application essays, make sure you apply these tips to improve your content originality.
E-commerce businesses rely on various tools and resources to thrive in a competitive marketplace. From managing networks to reaching potential customers through targeted marketing, the right tools can drive success. Choosing the right tools can help streamline operations, improve customer satisfaction, and enhance conversion rates. Below, we will explore the essential resources for e-commerce businesses that aim to succeed in today’s digital world.
Optimizing Your E-Commerce with Network Management & Monitoring Solutions
Effective network management and monitoring are crucial to the smooth operation of any e-commerce business. A strong, secure, and reliable network is the backbone of online sales, supporting everything from inventory management to customer transactions. Network monitoring tools allow businesses to avoid potential issues, ensuring disruptions do not affect the shopping experience.
With the rapid growth of online sales, e-commerce companies must maintain high uptime and security. Monitoring tools help detect irregularities, threats, and system failures in real time, enabling quick resolution. Such solutions also provide detailed insights into network performance, helping identify areas for improvement.
Additionally, a solid network infrastructure supports various aspects of e-commerce, including payment processing and product updates. Network management tools ensure that connections are stable, which helps avoid problems such as slow-loading pages or interrupted checkout processes. This stability leads to higher customer satisfaction, fewer cart abandonments, and increased trust in the business.
Investing in network monitoring tools allows e-commerce businesses to predict and solve potential network issues before they escalate. This proactive approach minimizes downtime and enhances the overall customer experience. A reliable network is essential for e-commerce growth and helps businesses maintain a competitive edge in a digital world.
Boosting Conversions through Effective Email Retargeting Strategies
Email retargeting has become an essential tool for driving conversions in e-commerce. By targeting customers who have shown interest in products but did not purchase them, businesses can increase their chances of completing a sale. Through strategic email campaigns, e-commerce businesses can re-engage visitors and encourage them to return to their sites.
An effective email retargeting strategy includes sending personalized emails to users based on their browsing behavior. These emails can highlight abandoned items, offer discounts, or remind customers about products they viewed. The key is to make the content relevant to the individual, increasing the likelihood that they will take action.
SafeOpt is one such platform that helps businesses optimize email retargeting campaigns. Tracking customer behavior and sending timely, tailored emails assists companies in improving customer retention and increasing sales. This kind of targeted approach helps create a stronger connection between the business and the consumer, leading to better long-term relationships.
The success of email retargeting relies on timing and relevance. Emails sent too late or not personalized tend to be ignored, but when done right, they can significantly improve conversion rates. By nurturing leads with well-crafted email campaigns, e-commerce businesses can turn interested visitors into loyal customers.
Leveraging Automation Tools for Seamless E-Commerce Operations
Automation tools have revolutionized how e-commerce businesses manage operations. From inventory management to customer service, automating repetitive tasks frees up valuable time for businesses to focus on growth and strategy. E-commerce platforms integrate with various automation solutions to ensure smooth, consistent operations across all areas.
One key benefit of automation is its ability to streamline order fulfillment and tracking. Automation tools can update inventory in real time, ensuring that stock levels are always accurate. This prevents overselling, reduces errors, and provides customers receive their orders promptly, improving their overall shopping experience.
Customer support is another area where automation tools make a significant impact. Chatbots and automated email responses can handle common queries, allowing businesses to provide 24/7 customer support. This reduces the need for human intervention in routine tasks and ensures that customers receive quick responses, vital for maintaining satisfaction and loyalty.
Marketing efforts can also be automated to enhance efficiency. Tools that manage social media posts, email campaigns, and personalized promotions help businesses maintain a consistent online presence without constant manual input. Automation increases productivity and enables businesses to scale their operations and innovate to stay ahead of competitors.
Altogether, the right combination of network management, email retargeting, and automation tools can elevate e-commerce businesses to new heights. By leveraging these resources, companies can streamline operations, enhance customer satisfaction, and drive growth in an increasingly competitive market.
In an evolving corporate landscape, modern businesses are continually searching for technology solutions that can drive their success to new heights. From cloud computing and cybersecurity to artificial intelligence and big data analytics, the potential for technological advancement is endless. Leveraging these innovations can help businesses boost efficiency, enhance customer satisfaction, and stay ahead in the competitive market. In this article, we’ll delve into each of these critical tech solutions and their transformative impact on modern business operations.
Leveraging Artificial Intelligence (AI) for Improved Customer Experience
AI is taking customer experience to the next level by personalizing interactions and increasing operational efficiency. AI-powered chatbots and virtual assistants provide immediate, round-the-clock support to customers, answering queries and resolving issues faster than ever before. This elevated level of service increases customer satisfaction and loyalty, which is vital in today’s competitive market.
The use of AI extends beyond customer service into marketing and sales. Predictive analytics help businesses anticipate customer needs and tailor their offers accordingly. As a result, companies can target their marketing campaigns more effectively, resulting in improved response rates and higher conversion ratios.
Incorporating AI into businesses requires technical expertise and a strategic approach. Companies looking to harness the power of AI can work with specialized agencies for implementation and integration. The Best UI/UX Agencies NY have significant experience in developing systems and interfaces that effectively use AI to deliver an optimal customer experience.
Implementing Cybersecurity Measures to Safeguard Digital Assets
As corporate reliance on digital technologies increases, cybersecurity has risen to the fore as a critical concern for businesses of all sizes. Protecting vital digital assets against cyber threats requires a comprehensive security strategy that encompasses both technology and employee education. This strategy should be dynamic, evolving with new threats and incorporating innovative solutions to stay ahead of potential cyberattacks.
Voice over Internet Protocol (VoIP) solutions have become an integral part of modern business communication, but they also introduce new cybersecurity challenges. As VoIP systems rely on internet connectivity, they can be vulnerable to eavesdropping, denial-of-service (DoS) attacks, and unauthorized access if not properly secured. To protect communications, businesses should encrypt voice data, use secure VoIP solutions, and implement network segmentation to prevent unauthorized traffic.
Employee training on cybersecurity best practices plays an equally important role. By empowering workers to recognize phishing attempts and other forms of social engineering, companies can create a first line of defense against cyber threats. A culture of security awareness throughout the organization significantly reduces the risk of breaches stemming from human error.
The Role of Big Data Analytics in Strategic Decision Making
Big data analytics is transforming how companies approach decision-making. By leveraging vast amounts of data, businesses can gain deeper insights into market trends, consumer behavior, and operational performance. This information is invaluable for building strategies that are not just reactive but also proactive and predictive.
Identifying patterns and correlations within big data sets can reveal opportunities for optimization and innovation. Companies can use this data to refine their products, improve service delivery, and enhance customer engagement. Data-driven decisions have the benefit of being grounded in empirical evidence, reducing the risk associated with intuition-based choices.
Moreover, big data analytics allows firms to personalize the customer experience on a granular level. By understanding individual preferences and behaviors, companies can deliver tailored messages and offers that resonate with their audience. This level of customization not only boosts sales but also fosters a strong, personal connection between businesses and their customers.
Fostering Innovation With Internet of Things (IoT) Integration
IoT is enabling businesses to push the boundaries of innovation. By connecting everyday objects to the internet, companies can gather real-time data, optimize workflows, and introduce new levels of automation. This interconnectivity provides businesses with the ability to monitor performance and manage resources more effectively, leading to significant cost reductions and improved service offerings.
IoT devices can be used in various sectors, from manufacturing to retail. For instance, in manufacturing, sensors can predict equipment failures before they occur, reducing downtime and maintenance costs. In retail, smart shelves can track inventory levels, prompting automatic restocking orders. The implications for supply chain management and customer satisfaction are profound.
Overall, incorporating technology into business operations is more than a trend; it’s a necessity for those looking to remain relevant and competitive. Solutions like cloud computing, cybersecurity, AI, big data, and IoT are not just buzzwords but fundamental tools that shape how modern businesses function and prosper. As organizations navigate the complexities of the digital age, the judicious application of these technologies will be key to unlocking new opportunities and achieving long-term success.
International Journal of Research (IJR) 