A critical juncture in many industries, particularly those operating 24/7 or with complex processes is the shift handover. This seemingly routine transfer of responsibility from one team or individual to the next holds immense power – it can either reinforce a robust safety culture or introduce vulnerabilities that lead to incidents, errors, or even tragedies. In an increasingly interconnected and data-driven world, the traditional, often informal, shift handover software is no longer sufficient. Building a true culture of safety demands a smarter, more systematic approach, with technology playing a pivotal role in ensuring seamless, accurate, and comprehensive communication.
For decades, shift handovers have often relied on verbal communication, handwritten notes, and personal memory. While these methods can work in simple scenarios, they are inherently prone to significant risks in complex environments:
Information Gaps and Omissions
Verbal handovers are susceptible to critical information being forgotten, misunderstood, or simply not communicated. A hurried exchange can miss crucial details about equipment status, pending tasks, or emerging risks.
Ambiguity and Misinterpretation
Without standardized procedures or clear documentation, verbal instructions can be interpreted differently by the incoming team. This ambiguity can lead to incorrect actions, delays, or a failure to address pressing issues.
Lack of Accountability
When information is not formally documented, it becomes difficult to track who communicated what, and when. This lack of a clear audit trail can hinder investigations into incidents and make it challenging to assign responsibility or identify systemic weaknesses.
Fatigue and Distraction
Both outgoing and incoming shifts may be experiencing fatigue, especially during long shifts or at odd hours. This can impair their ability to effectively communicate or absorb critical information, leading to errors.
Inconsistent Practices
Without a standardized approach, each shift may develop its own informal handover rituals. This inconsistency can breed confusion and create disparities in the level of detail or attention given to critical safety information.
The Imperative of a Culture of Safety
A “culture of safety” is more than just a set of rules; it’s a shared commitment within an organization where safety is a core value, guiding every decision and action. In such a culture, employees feel empowered to speak up about concerns, learn from mistakes, and proactively identify and mitigate risks. Smart shift handover is not merely a procedural improvement; it is a fundamental pillar in establishing and sustaining this culture.
Elements of Smart Shift Handover
Transforming the shift handover from a potential weak link into a strength requires a multi-faceted approach, integrating technology, standardized processes, and a commitment to continuous improvement.
The Competitive Advantage of Safety Culture
Beyond the ethical imperative, building a strong culture of safety through smart shift handover offers tangible competitive advantages:
Reduced Incidents and Accidents: Fewer safety incidents lead to lower costs associated with repairs, downtime, insurance claims, and legal fees.
Enhanced Employee Morale and Retention: Employees feel safer, more valued, and more confident in their roles when clear communication and safety are prioritized.
Regulatory Compliance: Adherence to robust safety protocols often aligns with regulatory requirements, reducing the risk of fines and penalties.
Conclusion
The shift handover, often overlooked, is a linchpin in operational safety. By moving beyond traditional, error-prone methods and embracing smart shift handover strategies, organizations can fundamentally strengthen their culture of safety. This involves leveraging digital platforms for standardization, prioritizing comprehensive yet concise communication, fostering interactive collaboration, investing in thorough training, and committing to continuous improvement through robust feedback loops. The investment in smart shift handover is not just about preventing incidents; it’s about building a more resilient, efficient, and ultimately, more successful organization that prioritizes the well-being of its people and the integrity of its operations.
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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The internet is undergoing a radical transformation, and at its heart is Web3—a decentralized, blockchain-powered ecosystem that’s redefining how we work, create, and connect. By 2025, remote Web3 careers have surged, offering coders, designers, and innovators a chance to build the future from anywhere in the world. This article explores the meteoric rise of remote Web3 jobs, diving into why they’re captivating professionals, the roles driving this revolution, and how you can seize these decentralized dreams. Packed with insights and trends, this is your guide to thriving in the Web3 frontier.
The Web3 Revolution: A New Era for Work
Web3 is more than a buzzword—it’s the internet’s next chapter, shifting power from centralized tech giants to users through blockchain technology. Platforms like Ethereum, Solana, and Polkadot enable decentralized applications (dApps), cryptocurrencies, and non-fungible tokens (NFTs), creating a vibrant economy where developers and creators hold the keys. Remote work, already a global norm, aligns perfectly with Web3’s borderless ethos, making it a magnet for professionals seeking freedom and impact.
Data underscores this shift. A 2025 CryptoJobs report shows that 85% of Web3 job postings are fully remote, reflecting the industry’s decentralized structure. LinkedIn notes a 400% spike in Web3-related job listings since 2021, with roles spanning development, design, and governance. The global blockchain market, projected to hit $469 billion by 2030 per Fortune Business Insights, is fueling this demand, offering unparalleled opportunities for those ready to dive in.
Why Remote Web3 Careers Are Booming
What makes remote Web3 careers so irresistible? The answer lies in a unique blend of autonomy, innovation, and rewards. Here’s why professionals are flocking to this space:
1. Unmatched Flexibility and Freedom
Web3’s decentralized nature means teams operate across time zones, often without a physical headquarters. Remote work is the default, with tools like Discord, Snapshot, and Notion enabling seamless collaboration. A FlexJobs survey reveals that 79% of Web3 professionals value location independence, allowing them to work from a beach in Bali or a café in Berlin while contributing to global projects like DeFi platforms or NFT marketplaces.
Why It’s Exciting: No commutes, no cubicles—just pure focus on building innovative solutions.
Data Point: 68% of Web3 workers report higher job satisfaction due to remote flexibility, per a 2025 Stack Overflow survey.
2. High-Earning Potential
Web3 developer salaries are among the highest in tech, averaging $120,000–$180,000 annually, according to Glassdoor, with top roles at startups like ConsenSys or Polygon exceeding $250,000. Many positions offer crypto-based compensation, such as tokens or equity in decentralized autonomous organizations (DAOs), which can skyrocket in value. Early contributors to projects like Chainlink or Aave have seen life-changing returns.
Why It’s Exciting: Coders can earn not just salaries but ownership in projects that redefine industries.
Data Point: 62% of Web3 jobs include token-based incentives, per Web3.career.
3. Building the Future
Web3 careers let professionals shape the internet’s evolution. From coding smart contracts for decentralized finance to designing user interfaces for NFT platforms, every role has a tangible impact. Developers working on protocols like Uniswap are dismantling traditional financial systems, while designers craft immersive experiences for virtual worlds like Decentraland.
Why It’s Exciting: Your code or designs can empower millions, from enabling financial inclusion to revolutionizing digital art.
Data Point: DappRadar reports $90 billion in Web3 transaction volume in 2024, driven by developer-built dApps.
4. Community and Ownership
Unlike traditional tech, where developers often work in silos, Web3 thrives on open-source collaboration and community governance. DAOs, which operate without centralized leadership, give contributors governance tokens, allowing them to vote on project decisions. This sense of ownership is a game-changer, making coders stakeholders in their work.
Why It’s Exciting: Imagine coding a dApp and helping decide its future through token-based voting.
Data Point: Over 4,500 DAOs exist in 2025, with developers holding 32% of governance tokens, per DeepDAO.
Top Remote Web3 Career Paths
The Web3 job market is diverse, offering roles for coders, creatives, and strategists. Here are the hottest remote Web3 careers in 2025:
Smart Contract Developer: Crafts self-executing contracts using Solidity or Rust, powering DeFi and NFTs.
Earning Potential: $130,000–$210,000.
Key Skills: Blockchain protocols, cryptography, and tools like Hardhat.
dApp Developer: Builds user-facing applications, integrating frontends with blockchain backends.
Earning Potential: $100,000–$170,000.
Key Skills: JavaScript, Web3.js, and React.
Web3 UX/UI Designer: Creates intuitive interfaces for decentralized platforms, from wallets to marketplaces.
Earning Potential: $90,000–$150,000.
Key Skills: Figma, user research, and Web3 design principles.
Blockchain Security Specialist: Audits smart contracts and protocols to prevent hacks, a critical role post high-profile breaches.
Earning Potential: $120,000–$190,000.
Key Skills: Slither, Mythril, and penetration testing.
DAO Community Manager: Oversees community engagement and governance for decentralized organizations.
Earning Potential: $80,000–$140,000.
Key Skills: Communication, Snapshot, and Discord moderation.
How to Break into Remote Web3 Careers
Transitioning to Web3 requires strategy and upskilling. Here’s a roadmap to get started:
Master Blockchain Basics: Enroll in courses on ConsenSys Academy or Coursera to learn Solidity, Ethereum, and Web3 frameworks.
Build a Portfolio: Create a dApp, like a decentralized voting system, and share it on GitHub to showcase your skills.
Join Communities: Engage on Discord (e.g., Ethereum’s server) or Reddit’s r/Web3 to network and find gigs.
Experiment with Tools: Use Truffle, Remix, and Metamask to get hands-on with Web3 development.
Earn Certifications: A Certified Blockchain Developer credential from Blockchain Council can set you apart.
Hunt for Jobs: Explore remote Web3 jobs on platforms like CryptoJobs, Web3.career, or Gitcoin, which offers bounties for open-source contributions.
Challenges to Navigate
Web3’s promise comes with hurdles. Crypto market volatility can impact token-based pay, and regulatory ambiguity in regions like the U.S. creates uncertainty. Security is a major concern—hacks like the $625 million Axie Infinity breach underscore the need for skilled auditors. The learning curve is also steep, with concepts like gas fees and consensus mechanisms requiring dedicated study.
Yet, the rewards outweigh the risks. A 2025 Developer DAO survey found that 72% of Web3 developers feel more fulfilled than in Web2 roles, citing creative freedom and global impact. The ability to work remotely amplifies this, letting coders contribute from anywhere while earning competitive salaries.
The Future of Remote Web3 Careers
As 2025 unfolds, Web3 is reshaping the job market. The rise of remote Web3 careers reflects a broader shift toward decentralization, not just in technology but in how we work. With 92 million digital jobs projected by 2030 (World Economic Forum), Web3 is a goldmine for coders and creatives. from enabling peer-to-peer finance to building virtual worlds, these roles offer a chance to redefine industries while working from anywhere.
For those ready to leap, the decentralized dream is within reach. Whether you’re coding a smart contract, designing a dApp, or governing a DAO, Web3 careers blend innovation, autonomy, and purpose. The question isn’t whether to join the revolution—it’s how fast you can get started.
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.
To simplify your evaluation, we’ve compared 10 powerful CLM Software platforms that offer distinct advantages. Each entry includes a detailed overview, pros and cons, and practical considerations for legal and business teams. Legal Track leads once again for its legal-first foundation, but the rest of the list showcases platforms uniquely suited to various organizational needs.
1. Legal Track
Legal Track consistently ranks at the top of CLM solutions built specifically for legal departments. It offers end-to-end contract lifecycle oversight, embedded compliance logic, and tailored integrations with e-billing and matter management systems. Its powerful approval workflows enable users to track contract status, enforce clause-level policy rules, and forecast spend in real-time.
Another standout feature is Legal Track’s analytics engine, which surfaces actionable data around legal risk, contract exposure, and policy deviations. This legal-first approach ensures that contracts are enforceable, transparent, and always audit-ready.
Pros:
Legal-specific rule engine
Spend forecasting and risk dashboards
Configurable approval chains
Cons:
Geared primarily for legal users
May require custom implementation support
Legal Track is ideal for large legal operations or organizations with compliance-heavy contracts. Teams focused on governance, audit readiness, and legal precision will find Legal Track’s structure invaluable.
2. ConcordNow
ConcordNow is a cloud-native CLM tool designed for fast-moving teams. Its sleek UI and collaborative editing environment make it easy for sales, procurement, and legal users to work together in real time. ConcordNow emphasizes simplicity, with templated workflows and visual negotiation tools that allow business users to launch contracts with minimal training.
Its clause library and smart approval routing ensure consistency while reducing delays. While it may not include the deep compliance tools of legal-specific platforms, it shines in its flexibility and speed.
Pros:
Real-time editing and negotiation
Templated workflows
Intuitive user experience
Cons:
Limited advanced legal features
Basic obligation tracking
ConcordNow works best for cross-functional teams that prioritize speed and usability over granular compliance control. It is particularly strong in fast-paced sales environments.
3. Axdraft
Axdraft offers contract automation tailored to non-lawyers. Its goal is to empower teams to generate legally compliant documents without needing constant legal review. Users can create contracts through guided questionnaires that pull from pre-approved templates and clause libraries.
With integrations into CRM systems and collaboration tools, Axdraft speeds up the drafting process without compromising on compliance. Its document generation engine is among the fastest and easiest to use.
Pros:
No legal expertise required
Guided document creation
Fast and scalable
Cons:
Less customizable workflows
Lacks deep analytics
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.
4. Lexion
Lexion is a smart contract management platform built to be legal-friendly without sacrificing business usability. It focuses on quick deployment, smart search, and seamless integration with Outlook and Google Workspace.
Lexion uses AI to automatically extract key contract metadata and track renewal timelines, reducing administrative burden. It’s particularly useful for legal teams looking to manage a growing volume of contracts without large overhead.
Pros:
Fast onboarding
AI-powered data extraction
Simple and efficient UI
Cons:
Less automation on negotiation flows
Limited global compliance tools
Lexion suits smaller legal teams or general counsel looking for a pragmatic, effective CLM tool that gets the job done without complexity.
5. Contract Hound
Contract Hound is a lightweight CLM solution targeting small and mid-sized businesses. It prioritizes ease of use over enterprise complexity. Its features include contract storage, renewal tracking, automated alerts, and permission-based document access.
While it lacks AI or full-scale workflow tools, Contract Hound gets high marks for simplicity, especially for companies new to contract digitization. It’s also affordable compared to enterprise-grade options.
Pros:
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.
Running a small business has always required grit, creativity, and stamina—but today’s entrepreneurs also need an ever-evolving digital toolkit to stay competitive. As technology moves faster and customer expectations rise, the modern business owner must wear multiple hats while still making time to grow, pivot, and adapt.
According to a 2023 report from the U.S. Chamber of Commerce, 93% of small business owners use at least one digital tool to run their operations, and those using advanced tech are nearly three times more likely to see revenue growth than those who don’t. Whether you’re just starting out or looking to scale, understanding what belongs in your modern toolkit is essential.
Essential Tools for Managing Operations
Gone are the days of managing everything in notebooks or desktop folders. Cloud-based platforms have transformed how small businesses handle day-to-day logistics, allowing owners to stay organized and responsive no matter where they are.
Core tools for operations:
Accounting software like QuickBooks or Xero for managing finances
Project management platforms such as Trello or Asana to keep tasks on track
Scheduling tools like Calendly for seamless client booking
POS systems (Square, Shopify POS) that sync inventory, sales, and customer data
Cloud storage (Google Drive, Dropbox) for accessible file sharing and backup
These systems don’t just keep your business running—they free up time so you can focus on higher-impact tasks.
Smart Marketing Tools That Actually Work
Effective marketing doesn’t require a huge budget, but it does require the right tools. The digital landscape allows small businesses to compete with bigger brands—if you know how to use your channels strategically.
Marketing essentials:
Email marketing software like Mailchimp or ConvertKit
Social media scheduling platforms such as Buffer or Later
Basic graphic design tools like Canva for branded visuals
CRM systems (HubSpot, Zoho) to track leads and nurture relationships
Website analytics (Google Analytics, Hotjar) to see what’s working—and what’s not
Tools that provide real-time business insights can help you fine-tune your message, measure results, and adjust campaigns before wasting time or money. Knowing your numbers is as important in marketing as it is in finance.
Financial Tools That Go Beyond the Basics
Staying financially healthy means more than balancing the books. Today’s entrepreneurs need tools that provide visibility, forecasting, and smart automation to stay ahead of expenses and surprises.
Finance-forward additions to your toolkit:
Expense tracking apps (Expensify, FreshBooks)
Cash flow forecasting tools to spot potential gaps
Invoice and payment software like Stripe or PayPal
Budgeting platforms to model different growth scenarios
Tax planning tools to stay compliant and avoid end-of-year surprises
When your financial house is in order, you can make faster, better-informed decisions—and avoid sleepless nights.
People and Productivity Tools to Scale Smarter
Whether you’re hiring your first freelancer or managing a growing team, people-related tools help you stay organized and keep your business culture strong—even if you’re all remote.
Helpful systems include:
Payroll platforms like Gusto or ADP
Time-tracking software (Toggl, Harvest)
Collaboration tools like Slack or Microsoft Teams
HR and onboarding software to manage documents and compliance
Surveys and feedback tools to gauge employee and customer satisfaction
The modern small business owner isn’t just managing a shop, service, or product—they’re managing an ecosystem. And that ecosystem needs tools that are agile, accessible, and adaptable.
Whether it’s unlocking sharper business insights, automating your finances, or engaging customers across channels, your toolkit should grow with your business. The right tools don’t just make life easier—they make growth possible.
Because in a world that changes by the week, the businesses that thrive aren’t the ones doing everything—but the ones using the right tools to do what matters most.
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.
The National Education Policy (NEP), 2020 focuses on ‘Equitable and Inclusive Education’ which reverberates the idea that no child should be left behind in terms of educational opportunity because of their background and socio-cultural identities. It has taken into account the concerns of the Socio-Economically Disadvantaged Groups (SEDGs) which includes female individuals. In addition, NEP prescribes to approach gender as a cross-cutting priority to achieve gender equality in education with the partnership of states and local community organizations. Further, NEP aims at bridging the social category gaps in access, participation, and learning outcomes, including providing greater access to women.
Under Samagra Shiksha, an integrated scheme for school education, various interventions have been targeted for providing quality education to girls like free uniform and text-books to girls up to class VIII, appointment of additional teachers including women teacher, stipend to CWSN girls from class I to class XII, separate toilets for girls, teachers sensitization programmes to promote girls participation, gender-sensitive teaching-learning materials including text books etc. In addition, to reduce gender gaps at all levels of school education, Kasturba Gandhi Balika Vidyalayas, which are residential schools from class VI to XII for girls belonging to disadvantaged groups such as SC, ST, OBC, Minority and Below Poverty Line (BPL), are sanctioned in Educationally Backward Blocks.
To promote higher education among the students across the nation including women, Ministry of Education (MoE) has taken various measures, such as fee reductions, establishment of more institutes, scholarships, priority access to national level scholarships to aid students with poor financial backgrounds to pursue their education. Further, MoE offers various scholarship schemes for providing financial assistance to support women’s higher education. The details of these scholarship schemes may be accessed at https://www.education.gov.in/parl_ques.
With a view to improve female enrolment in the Undergraduate Programmes in Indian Institutes of Technology (IITs) and National Institutes of Technology (NITs), supernumerary seats were created which increased the female enrolment from less than 10% to more than 20%.
Apart from this, University Grants Commission (UGC) is implementing the scheme of “Development of Women’s Studies in Indian Universities and Colleges”. This scheme provides funds for setting up Women Studies Centers (WSCs) in universities and colleges, focusing on teaching, research, curriculum development, training and outreach activities. The objectives of the scheme are to provide financial support in advancing Women’s Studies through teaching, research and practical work.
Further, NEP recommends integrating skill education programmes into mainstream education in all education institutions in a phased manner. Under the Skill Education component of ‘Samagra Shiksha’, financial assistance is provided to States/UTs for giving exposure to Skill Education to students of Grades VI to VIII and introduction of Skill courses from Grades IX to XII, which are aligned with National Skills Qualifications Framework (NSQF). Employability Skill module has been included in the curriculum of Job Rolls which includes Communication Skills, Self-Management Skills, Information and Communication Technology Skills, Entrepreneurship Skills, and Green Skills.
IIT-Madras has undertaken “Vidya Shakti” scheme which aims at enhancing conceptual and foundational learning skills of children from rural areas to enhance enrolment (including women) in STEM branches in Higher Educational Institutions (HEIs).
The Department of Science and Technology (DST) offers fellowships to promote research in basic and applied sciences among women through programs under Women in Science and Engineering- Knowledge Involvement & Research Advancement through Nurturing (WISE-KIRAN) and Science and Engineering Research Board- Promoting Opportunities for Women in Exploratory Research (SERB-POWER) Fellowship scheme to identify and reward outstanding women researchers and innovators working in various Science & Technology program in Indian academic institutions and R&D laboratories.
The Department of Biotechnology runs a special program ‘The Biotechnology Career Advancement and Re- orientation Programme (BioCARe)’ with a vision to promote and support women in science.
Department of School Education and Literacy (DoSEL), Ministry of Education has developed Guidelines on School Safety and Security of children studying in Government, Government-aided and Private Schools. These safety guidelines envisage constitution of anti-bullying committees, parent teacher associations, school management committees, safety walk and complaint boxes etc., as preventive measures for ensuring safety and security of children in schools. Further, these guidelines have provisions to conduct awareness and sensitization program on various provisions including POCSO Act for girls in schools, preparation and dissemination of e-modules on sexual abuse and violence, parenting, nutrition, safety of girl child, etc., and integration of prevention of violence against young children in routine health delivery.
Faxing may seem like an outdated technology, but it remains an essential tool for securely transmitting documents, especially in business, healthcare, legal, and government sectors. The good news is that you no longer need a bulky fax machine to send a fax—you can now do it directly from your phone!
In this guide, we’ll cover everything you need to know about faxing from a mobile phone, including the best apps, step-by-step instructions, and tips for ensuring a successful fax transmission.
Why Fax from Your Phone?
1. Convenience
With mobile faxing, you can send and receive faxes anytime, anywhere, without being tied to a physical machine.
2. Cost-Effective
You save money on paper, ink, and maintenance costs associated with traditional fax machines.
3. Environmentally Friendly
Going digital means reducing paper waste, making mobile faxing a greener alternative.
4. Security and Compliance
Many industries require faxing because it is considered more secure than email, particularly for documents containing sensitive information.
How to Fax from Your Phone
Step 1: Choose a Mobile Fax App
There are several mobile apps available that allow you to send and receive faxes using your smartphone. Some popular options include:
Fax.Plus – Secure and easy-to-use app, supports international faxing.
eFax – Allows both sending and receiving faxes, cloud integration.
iFax – No subscriptions required, pay-per-fax option available.
CamScanner – Scans and faxes documents from your phone.
MyFax – Simple interface with cloud storage support.
Most of these apps are available for both Android and iOS devices.
Step 2: Install and Sign Up
Download the fax app from the Google Play Store or Apple App Store.
Sign up for an account (some apps offer free trials).
Choose a fax plan (some apps provide a limited number of free faxes).
Step 3: Scan or Upload Your Document
If you have a physical document, use your phone’s camera to scan it using the fax app.
Alternatively, you can upload documents from your gallery, email, cloud storage (Google Drive, Dropbox, OneDrive, iCloud), or file manager.
Most fax apps support file formats like PDF, JPG, DOC, and PNG.
Step 4: Enter the Recipient’s Fax Number
Enter the fax number of the recipient, including the country code if sending an international fax.
Some apps allow you to import contacts for easier access.
Step 5: Send the Fax
After attaching the document and entering the recipient’s number, tap the “Send” button.
Some apps provide a confirmation receipt once the fax is successfully delivered.
Additional Features of Mobile Faxing Apps
Receive Faxes: Some apps provide a virtual fax number to receive incoming faxes.
Electronic Signature: Digitally sign documents before faxing.
Cloud Storage Integration: Save sent and received faxes to cloud services.
Fax Scheduling: Schedule a fax to be sent at a later time.
Multiple File Formats: Convert scanned documents into various formats before sending.
Tips for Successful Mobile Faxing
✅ Ensure a Stable Internet Connection – Use Wi-Fi or mobile data to avoid transmission failures. ✅ Check File Quality – Make sure the scanned document is clear and legible. ✅ Verify Fax Number – Double-check the recipient’s number before sending. ✅ Use a Secure Fax App – Choose an app that offers encryption for security. ✅ Keep a Copy – Save a copy of your sent faxes for record-keeping.
Conclusion
Faxing from your phone is a fast, easy, and reliable way to send important documents without the need for a traditional fax machine. Whether for business, legal, healthcare, or personal use, mobile fax apps provide a modern and convenient solution.
Do you need to send a fax on the go? Try one of the fax apps mentioned above and experience the ease of mobile faxing!
Would you like recommendations for a free fax service? Let us know in the comments! 🚀
International Journal of Research (IJR) 