and the luck of being in this circle
red is that I think that at this moment
I no longer impose any respect
that no longer charge taxes
makes a bar feel
especially you who are
listening today but the first decision
what I’m going to take is to get out of the circle
red and I will explain why
because I have to talk about taking
decisions as Manuel did this morning
of the process of making decisions by
so he has made a decision and I do not
I’m going to frame the red circle I have not
asked to do it
then it is a manuel decision
tomorrow and gave a focus on the process
more decision – making from the
private sector
I’m going to do it from the public sector
who how when when why are they taken
the decisions
and what do you mean you make decisions
from the public sector then I
I would like to approach the process of making
of decisions from the most models
simple analysis so I’m going to
to enter as an analyst I sometimes go
course of about 40 hours on the process
make decisions in public policies and
I will also do it from the
experience to help build
decisions get to make decisions
from the public sector what advantage
has now is in the public sector is
reincarnated in several lives I have been
national director of planning his
planning secretary
superintendent of securities director of
internal taxes and now reincarnate
as a banker then good if you
I had to tell you that I have also been
as an accredited diplomat in Spain
then I have seen making decisions in
different contexts different processes
decisions of public neuro are those
that fundamentally play the majority of
people are a big part
areas the companies also do
depending on the size of the companies
but the public sector is not exactly
a company
then I will approach from three
models that are simple models of
makes decisions those models are the
rational model
the intuitive model of making decisions
and the pragmatic model usually the
national model is that the model that
we use when we look for information
we seek data we advise from experts
or many times we are experts in taking
the decision
the intuitive model as its name what
indicates is an intuition sometimes I have
an intuition of what the
solution to a problem usually
we make decisions since we
we raise
five more minutes in bed than shirt
I put myself I was thinking that I wear
a white shirt a navy blue like
that was better on stage today
understood today with good shoes are
decisions that one is taking
permanently but most of the
decisions that are rational and many
of decisions that are intuitive and
even the decisions that correspond
to the pragmatic model are decisions
standardized
It is a kind of checklist
and the same private sector as sector
public decisions are not always
they need a kind of special analysis
except those that leave what is
the norm of a process that so
regulate human beings
we try to standardize because
we try to standardize those processes
for fear of uncertainty
to the future we do not know what is going to happen
in the future and therefore being
human is always in search of
certain certainty and we know that the
future is not foreseen but the future is
build we build it with the
small decisions of each day of each
moment of each moment of the
decisions I’m going to talk about
fundamentally are of the decisions
strategic these are the decisions not
standardized the standardized is
when you go to a public office or
a bank and then you fill out a form
is making decisions that are
asking questions and you are taking
decisions but are you standardized
if not
and there’s no bigger problem the highs
executives are those who take the
strategic decisions and usually
from the public sector
the point is to identify who really
makes the decisions in
organizations that are key in the
public policy does not always coincide
institutional position of the people
with which he really takes the
institutions that have the greatest impact
because it has greater significance from the
public
other times if it matches and usually
those who make those big decisions
they have to take them and that manuel or
it said for the private company they have to
take it alone
reaches a point where your decision
responsibility and that is scary there
many people who are afraid of that
I like to quote many a suv I know that
many of you have surely read are your
once a classic treatise on the art of
war probably the oldest the
treaties about the war you do not know if
existed really is a suv is a great
discussion of whether an author was beginning
but there are five elements that his puts
on the table to help take
strategic decisions decisions
strategic means those
decisions that have impacts on others
decisions or that have impact
important in the lives of people in
the public domain or in the field
private and those strategic decisions
as its name indicates strategy
strategy means extract of the
Greek and means army and
strategist is the art of directing
armies
in this case it is not the art to direct a
army from the military point of view
general view of the point of view of a
company or from the point of view of a
public policy decision those
elements that you mention a suv in the
art of war are first the
criteria
and intelligence
method
discipline
knowledge of the land and knowledge
of the weather and we can decompose
regardless of the subject sector
making the decisions those five
criteria I can give some examples
of decisions that I had to make or
helped to take from the point of view
of my public life also in the private
but he was saying this morning that his first
decision to be happy takes at 13
years
and I’m aware that a person when
I had 8 I think it’s a little bit more
precocious than freddy because in that precise
son divorced as I also the only thing
what happened to me and beat me I was 8 and
then you realize that I changed the
world
and therefore had to take
decisions that until that moment was not
conscious that he had to take the
decision
there is a training process
do it and there’s also technique to
do it but many decisions
correspond to a state of the art
because because almost always the
information is incomplete or the
information is asymmetric information
that my collaborator has or who has
to make another decision is with me
sequential form is different from the
information that I have and always
We are making decisions with
incomplete information therefore
a being to know where to go
winds
have intuition that’s why all three models
they mix when decisions are made
the rational model a lot of information
computer models analysis
matrices
decision – making or model
intuitive I have an intuition I have the
smell or the psychological knowledge of
adversary because I have to take a
decision or not of the adversary simply
of whom I have to make those
decisions influence like now that I’m going to
make a decision that is rational and I go
to climb the red circle is a mixture not
there is a single explanatory model for
take decisions
many times the decisions are
subjective
they are not exactly rational in fact
in the world of the public and of the
politics, politics, we owe
consider as something not rational
there is a documentary called something like that
the good translation in English is rock
the world is like the fog of war
of ace mcnamara robert mcnamara was the
Secretary of Defense of the US and Speech
of 11 lessons learned among them
one that politics is not rational
because the objective of the point of view of
public policy does not necessarily
matches the cash that you have
from a company and therefore although
the process of making decisions is
seemed like the ultimate goal is not
exactly the same in a company is
maximize the benefits usually
the financial benefits of the company
it is true that through them
we provide a service but probably
from the point of view of a group that
governs its goal is not to maximize
benefits from the financial point of view
but more similar maximize profit of the
point of view of the vote at the time of
attend elections and retain
the power
therefore when we make decisions
we also talk about power who takes the
decisions
when you take them
and that is important because someone
he is always making decisions now
we take we take it for us
always
so when we talk about decisions
we talk about power and power is defined
in a very simple way absolutely
simple here is scary
power is defined only has that which
has the ability to impose its
Will
always
what happens that power is also
articulates in a very complex way and
uses very complex elements in that
articulation including own
decision – making process
for example who makes the decision of
build a subway line
how is it taken
or who makes the decision to make a
Free trade agreement is not given
we do it and then you take the
decision how it is negotiated who establishes
the strategy and that the strategy the
final goal
military language and practice the
tools to get to get that
objective then make decisions
we can train in them in fact
contemporary business schools
what they use are fundamentally a
analogy between the processes of taking
point of view decisions
strategic military carried to the
business and that we have taken to the
extremes
there are for example analysis and these days I
they invited
speak in a film forum about the
movie ‘the godfather’ part 1 and
then I had to talk about the
family business strategy
portions of the strategic point of view
and think that we are talking about the
family decorations we can see it from
different point of view from the power
of the family we can analyze it as
a company or the political relations of
family or politicians with the
corleone family or the impact it has
in the public policy of the family
corleone the security policy or the
control policy then you can
use the model to analyze them
from the public or from the private
tell me if you learned a great lesson
these days one does not finish learning
predicted that he was the oldest of the group
it’s relative because it gives is not
chronological I think there is an age
mentally and then but I think it has
about 24 years like that more or less
but that is wrong is only the
chronology which mentions but think
that these days he learned a great lesson
about four months ago the decision did not
I took I fix oil as I said manuel
I was invited here I oil so
I made the decision so much but for the first
They asked me if I
I wanted to go somewhere else from another job
public had never asked me before
simply said everywhere dot
for the first video I grew my adults and
I entered asked me and oil cavities
reincarnate in banker in a bank not
bank that is not new is 54 years old
is going to meet 55 next year all
we know that he is in difficulties but
now less are we going to process
Recovery
and it will be a big bank the fourth bank of the
country by capital in relatively little
time but I learned a great lesson
because I phoned to ask for a
appointment to the main investors
of the bank are pension funds
and then I thought I was doing
something that was correct because I already
had done in my previous life what
it’s called was not sometimes you think that
previous experience extrapolated
future you will give a good result and
then as a regulator in front there was
been a stock market regulator or
had regulated the budget part
of public investment or had regulated the
part of the income and there was always
visited the people and well I’m going to
visit the investors and when I
I called nobody answered me
and it’s like I’m not a director anymore
this clear is already important I did not have to
see anything with that visited a friend who is
banker and then almost at the end of the
conversation says by the way there’s
people who are very worried
because you call them two people not only
41 problems is that way because I
think about what restlessness you have to
pay a money in 30 days you are not going to
pay and that is calling you to
put you at 10 and you’re not going to
pay me no no it was just the opposite what
I’m calling to tell you there’s no
problem to return your money is not
he learned a great lesson first pay and
then talk
at least as a banker
then making decisions is a process
which may be simple but usually
ends up being a complex process
the presidents make the decisions or
most decisions take them
the ministers take the entrepreneurs
making decisions is a process so
regular complex not the decisions
reiterated standardized no thanks and
I have to get up at that time if I have
to change if I have to take the road
decisions that are not standard and
for that what they study schools of
business know
that cases are made to do
simulation and a warehouse simulation a
model that extracts reality
so that to try to have the least
number of possible errors in that
decision – making process and
decisions have to lead to some
result
both privately and publicly
if the result is to retain power
politician I think to win the elections
so that’s why sometimes if one is very
critical my brothers but for that
we win the elections people trust
in us
yes yes that is the goal but it depends
much of what the objective is
strategic that you define in advance
and from that strategic goal goes to
depending on the tactic was going to depend what
what do you do, I reiterate those three models that
they intermingle the rational model a lot
information analysis the intuitive model
I have an idea, I think it can work
and the pragmatic model usually
we mix those other models and the
Dominicans
because culture also counts in the
way to approach the problems or
to define a problem what is important not
is sometimes having an answer to a
question but have the right question
and the correct question is difficult to
make it very difficult to find the
root problem
and what is the root problem so
regular chain 2 is used because
the chain of the comfortable there is an example
that also happens a lot in schools
of business and that example put it with
a good little park gets with many
things but I’m going to put it with little park
In U.S.A
and that there was a statue branding with and
then he is all had made a
important sculptor who was
wearing was wearing and
So the question is why
wears the statue
because we wash him a lot and because we’re
washing many cough that gives them good
the little birds come and they shit the statue
and then it ‘s very acidic and you have to
wash them with chemicals and because
come the little birds to shit the statue
because there are some lights that when the
illuminate at night attract insects and
then behind the insects well the
Little birds is the stranger because as
we solve the problem
changing the lights if it’s in republic
Dominican normally what we do
we do not build a mausoleum of
statues and then we won a
commission
[Applause]
[Music]
this seems like a joke but it is not
and think that the schools when I was
child and almost with this I ended up they were
open when I was a child used
mesh metal fabrics today in the
schools look like strength and they put you
above
barbed wire you think it’s a
strength then those are decisions
that we are educating we are looking for
for democracy
that is to say to be more participatory as
citizens we are educating for
we become more individualistic without
lose fear of the other are decisions of
that guy also who build the
societies decisions that many times
they do not have a tangible value in fact the
Most major decisions are not
tangible are immanent you can not
touch you can feel you can live
but you can not touch it and they are those
decisions that help build
societies of higher quality societies
with a higher level of solidarity or
education in values are decisions of
that kind not just decisions of
think about the material the highway the
ports of all that is important but
there are a part decisions that I think that
it has to do with the vision remember what
what is done in his leadership and when
we talk about leadership we talk about vision
before drawing up any plan
strategic take some decision
strategic first you have to have vision
if we are not going to be exactly more than
same
and what do we Dominicans do already
with this ended we do as the
gatopardo someone read that novel very
famous the daddy dad there is no movie
which is easier than reading the novel is
of the 61 62 years and then they give
Sicily Dominican Republic is more like
napoles that like Spain more like the south
from Italy and then and a feudal lord and
the feudal lord calls the family and
we are talking in 1861 with the
unification of what we know as
Italy of the multiple republics
Italian and then call the
families is good something like we have
to change everything so that nothing changes
and we Dominicans are specialists in
change absolutely everything and follow
doing exactly everything the same let me
tell them that and ended with some
Einstein’s words if we want
different results we have to do
different things and that means that
we have to make different decisions
since
public because we keep doing many
times exactly the same and only you
we changed the name very many thanks
[Applause]
red is that I think that at this moment
I no longer impose any respect
that no longer charge taxes
makes a bar feel
especially you who are
listening today but the first decision
what I’m going to take is to get out of the circle
red and I will explain why
because I have to talk about taking
decisions as Manuel did this morning
of the process of making decisions by
so he has made a decision and I do not
I’m going to frame the red circle I have not
asked to do it
then it is a manuel decision
tomorrow and gave a focus on the process
more decision – making from the
private sector
I’m going to do it from the public sector
who how when when why are they taken
the decisions
and what do you mean you make decisions
from the public sector then I
I would like to approach the process of making
of decisions from the most models
simple analysis so I’m going to
to enter as an analyst I sometimes go
course of about 40 hours on the process
make decisions in public policies and
I will also do it from the
experience to help build
decisions get to make decisions
from the public sector what advantage
has now is in the public sector is
reincarnated in several lives I have been
national director of planning his
planning secretary
superintendent of securities director of
internal taxes and now reincarnate
as a banker then good if you
I had to tell you that I have also been
as an accredited diplomat in Spain
then I have seen making decisions in
different contexts different processes
decisions of public neuro are those
that fundamentally play the majority of
people are a big part
areas the companies also do
depending on the size of the companies
but the public sector is not exactly
a company
then I will approach from three
models that are simple models of
makes decisions those models are the
rational model
the intuitive model of making decisions
and the pragmatic model usually the
national model is that the model that
we use when we look for information
we seek data we advise from experts
or many times we are experts in taking
the decision
the intuitive model as its name what
indicates is an intuition sometimes I have
an intuition of what the
solution to a problem usually
we make decisions since we
we raise
five more minutes in bed than shirt
I put myself I was thinking that I wear
a white shirt a navy blue like
that was better on stage today
understood today with good shoes are
decisions that one is taking
permanently but most of the
decisions that are rational and many
of decisions that are intuitive and
even the decisions that correspond
to the pragmatic model are decisions
standardized
It is a kind of checklist
and the same private sector as sector
public decisions are not always
they need a kind of special analysis
except those that leave what is
the norm of a process that so
regulate human beings
we try to standardize because
we try to standardize those processes
for fear of uncertainty
to the future we do not know what is going to happen
in the future and therefore being
human is always in search of
certain certainty and we know that the
future is not foreseen but the future is
build we build it with the
small decisions of each day of each
moment of each moment of the
decisions I’m going to talk about
fundamentally are of the decisions
strategic these are the decisions not
standardized the standardized is
when you go to a public office or
a bank and then you fill out a form
is making decisions that are
asking questions and you are taking
decisions but are you standardized
if not
and there’s no bigger problem the highs
executives are those who take the
strategic decisions and usually
from the public sector
the point is to identify who really
makes the decisions in
organizations that are key in the
public policy does not always coincide
institutional position of the people
with which he really takes the
institutions that have the greatest impact
because it has greater significance from the
public
other times if it matches and usually
those who make those big decisions
they have to take them and that manuel or
it said for the private company they have to
take it alone
reaches a point where your decision
responsibility and that is scary there
many people who are afraid of that
I like to quote many a suv I know that
many of you have surely read are your
once a classic treatise on the art of
war probably the oldest the
treaties about the war you do not know if
existed really is a suv is a great
discussion of whether an author was beginning
but there are five elements that his puts
on the table to help take
strategic decisions decisions
strategic means those
decisions that have impacts on others
decisions or that have impact
important in the lives of people in
the public domain or in the field
private and those strategic decisions
as its name indicates strategy
strategy means extract of the
Greek and means army and
strategist is the art of directing
armies
in this case it is not the art to direct a
army from the military point of view
general view of the point of view of a
company or from the point of view of a
public policy decision those
elements that you mention a suv in the
art of war are first the
criteria
and intelligence
method
discipline
knowledge of the land and knowledge
of the weather and we can decompose
regardless of the subject sector
making the decisions those five
criteria I can give some examples
of decisions that I had to make or
helped to take from the point of view
of my public life also in the private
but he was saying this morning that his first
decision to be happy takes at 13
years
and I’m aware that a person when
I had 8 I think it’s a little bit more
precocious than freddy because in that precise
son divorced as I also the only thing
what happened to me and beat me I was 8 and
then you realize that I changed the
world
and therefore had to take
decisions that until that moment was not
conscious that he had to take the
decision
there is a training process
do it and there’s also technique to
do it but many decisions
correspond to a state of the art
because because almost always the
information is incomplete or the
information is asymmetric information
that my collaborator has or who has
to make another decision is with me
sequential form is different from the
information that I have and always
We are making decisions with
incomplete information therefore
a being to know where to go
winds
have intuition that’s why all three models
they mix when decisions are made
the rational model a lot of information
computer models analysis
matrices
decision – making or model
intuitive I have an intuition I have the
smell or the psychological knowledge of
adversary because I have to take a
decision or not of the adversary simply
of whom I have to make those
decisions influence like now that I’m going to
make a decision that is rational and I go
to climb the red circle is a mixture not
there is a single explanatory model for
take decisions
many times the decisions are
subjective
they are not exactly rational in fact
in the world of the public and of the
politics, politics, we owe
consider as something not rational
there is a documentary called something like that
the good translation in English is rock
the world is like the fog of war
of ace mcnamara robert mcnamara was the
Secretary of Defense of the US and Speech
of 11 lessons learned among them
one that politics is not rational
because the objective of the point of view of
public policy does not necessarily
matches the cash that you have
from a company and therefore although
the process of making decisions is
seemed like the ultimate goal is not
exactly the same in a company is
maximize the benefits usually
the financial benefits of the company
it is true that through them
we provide a service but probably
from the point of view of a group that
governs its goal is not to maximize
benefits from the financial point of view
but more similar maximize profit of the
point of view of the vote at the time of
attend elections and retain
the power
therefore when we make decisions
we also talk about power who takes the
decisions
when you take them
and that is important because someone
he is always making decisions now
we take we take it for us
always
so when we talk about decisions
we talk about power and power is defined
in a very simple way absolutely
simple here is scary
power is defined only has that which
has the ability to impose its
Will
always
what happens that power is also
articulates in a very complex way and
uses very complex elements in that
articulation including own
decision – making process
for example who makes the decision of
build a subway line
how is it taken
or who makes the decision to make a
Free trade agreement is not given
we do it and then you take the
decision how it is negotiated who establishes
the strategy and that the strategy the
final goal
military language and practice the
tools to get to get that
objective then make decisions
we can train in them in fact
contemporary business schools
what they use are fundamentally a
analogy between the processes of taking
point of view decisions
strategic military carried to the
business and that we have taken to the
extremes
there are for example analysis and these days I
they invited
speak in a film forum about the
movie ‘the godfather’ part 1 and
then I had to talk about the
family business strategy
portions of the strategic point of view
and think that we are talking about the
family decorations we can see it from
different point of view from the power
of the family we can analyze it as
a company or the political relations of
family or politicians with the
corleone family or the impact it has
in the public policy of the family
corleone the security policy or the
control policy then you can
use the model to analyze them
from the public or from the private
tell me if you learned a great lesson
these days one does not finish learning
predicted that he was the oldest of the group
it’s relative because it gives is not
chronological I think there is an age
mentally and then but I think it has
about 24 years like that more or less
but that is wrong is only the
chronology which mentions but think
that these days he learned a great lesson
about four months ago the decision did not
I took I fix oil as I said manuel
I was invited here I oil so
I made the decision so much but for the first
They asked me if I
I wanted to go somewhere else from another job
public had never asked me before
simply said everywhere dot
for the first video I grew my adults and
I entered asked me and oil cavities
reincarnate in banker in a bank not
bank that is not new is 54 years old
is going to meet 55 next year all
we know that he is in difficulties but
now less are we going to process
Recovery
and it will be a big bank the fourth bank of the
country by capital in relatively little
time but I learned a great lesson
because I phoned to ask for a
appointment to the main investors
of the bank are pension funds
and then I thought I was doing
something that was correct because I already
had done in my previous life what
it’s called was not sometimes you think that
previous experience extrapolated
future you will give a good result and
then as a regulator in front there was
been a stock market regulator or
had regulated the budget part
of public investment or had regulated the
part of the income and there was always
visited the people and well I’m going to
visit the investors and when I
I called nobody answered me
and it’s like I’m not a director anymore
this clear is already important I did not have to
see anything with that visited a friend who is
banker and then almost at the end of the
conversation says by the way there’s
people who are very worried
because you call them two people not only
41 problems is that way because I
think about what restlessness you have to
pay a money in 30 days you are not going to
pay and that is calling you to
put you at 10 and you’re not going to
pay me no no it was just the opposite what
I’m calling to tell you there’s no
problem to return your money is not
he learned a great lesson first pay and
then talk
at least as a banker
then making decisions is a process
which may be simple but usually
ends up being a complex process
the presidents make the decisions or
most decisions take them
the ministers take the entrepreneurs
making decisions is a process so
regular complex not the decisions
reiterated standardized no thanks and
I have to get up at that time if I have
to change if I have to take the road
decisions that are not standard and
for that what they study schools of
business know
that cases are made to do
simulation and a warehouse simulation a
model that extracts reality
so that to try to have the least
number of possible errors in that
decision – making process and
decisions have to lead to some
result
both privately and publicly
if the result is to retain power
politician I think to win the elections
so that’s why sometimes if one is very
critical my brothers but for that
we win the elections people trust
in us
yes yes that is the goal but it depends
much of what the objective is
strategic that you define in advance
and from that strategic goal goes to
depending on the tactic was going to depend what
what do you do, I reiterate those three models that
they intermingle the rational model a lot
information analysis the intuitive model
I have an idea, I think it can work
and the pragmatic model usually
we mix those other models and the
Dominicans
because culture also counts in the
way to approach the problems or
to define a problem what is important not
is sometimes having an answer to a
question but have the right question
and the correct question is difficult to
make it very difficult to find the
root problem
and what is the root problem so
regular chain 2 is used because
the chain of the comfortable there is an example
that also happens a lot in schools
of business and that example put it with
a good little park gets with many
things but I’m going to put it with little park
In U.S.A
and that there was a statue branding with and
then he is all had made a
important sculptor who was
wearing was wearing and
So the question is why
wears the statue
because we wash him a lot and because we’re
washing many cough that gives them good
the little birds come and they shit the statue
and then it ‘s very acidic and you have to
wash them with chemicals and because
come the little birds to shit the statue
because there are some lights that when the
illuminate at night attract insects and
then behind the insects well the
Little birds is the stranger because as
we solve the problem
changing the lights if it’s in republic
Dominican normally what we do
we do not build a mausoleum of
statues and then we won a
commission
[Applause]
[Music]
this seems like a joke but it is not
and think that the schools when I was
child and almost with this I ended up they were
open when I was a child used
mesh metal fabrics today in the
schools look like strength and they put you
above
barbed wire you think it’s a
strength then those are decisions
that we are educating we are looking for
for democracy
that is to say to be more participatory as
citizens we are educating for
we become more individualistic without
lose fear of the other are decisions of
that guy also who build the
societies decisions that many times
they do not have a tangible value in fact the
Most major decisions are not
tangible are immanent you can not
touch you can feel you can live
but you can not touch it and they are those
decisions that help build
societies of higher quality societies
with a higher level of solidarity or
education in values are decisions of
that kind not just decisions of
think about the material the highway the
ports of all that is important but
there are a part decisions that I think that
it has to do with the vision remember what
what is done in his leadership and when
we talk about leadership we talk about vision
before drawing up any plan
strategic take some decision
strategic first you have to have vision
if we are not going to be exactly more than
same
and what do we Dominicans do already
with this ended we do as the
gatopardo someone read that novel very
famous the daddy dad there is no movie
which is easier than reading the novel is
of the 61 62 years and then they give
Sicily Dominican Republic is more like
napoles that like Spain more like the south
from Italy and then and a feudal lord and
the feudal lord calls the family and
we are talking in 1861 with the
unification of what we know as
Italy of the multiple republics
Italian and then call the
families is good something like we have
to change everything so that nothing changes
and we Dominicans are specialists in
change absolutely everything and follow
doing exactly everything the same let me
tell them that and ended with some
Einstein’s words if we want
different results we have to do
different things and that means that
we have to make different decisions
since
public because we keep doing many
times exactly the same and only you
we changed the name very many thanks
[Applause]
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