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Michael Taylor

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Michael is a co-founder and CEO of SchellingPoint, the foremost applied research organization in group decision-making and strategic collaboration. As head of research, Michael manages the largest digital database of collaborative actions. The decision-making of several hundred groups, and growing, covers business, government, academia, and not-for-profit, from individual team subjects to EU policy development and global healthcare. The database comprises over 110,000 stakeholders - over 30,000 in executive and management roles - covering strategy, transformation, policy, process, programs, innovation, mergers, JVs, customer/supplier relationships. Decisions range from greenfield goal setting to brownfield major problem-solving.

Michael has taught insights and methods from the research at leading business schools since 2008. SchellingPoint data is referenced in books and conference keynotes on collaboration and group decision-making. The insights are used to develop new collaboration concepts, methods, and tools to enable groups to make better decisions rapidly.

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  • Mastering Gantt Charts: Essential Tools for Project Success
    Michael emphasizes the importance of understanding task dependencies and the Critical Path in Gantt charts. He warns, "Without these, project managers risk losing control." He advocates for using Gantt charts, Critical Path, and Baseline as key decision-making tools, essential for any complex project's success.
  • AI in Decision-Making: Balancing Data and Human Insight
    Michael emphasizes that while AI enhances decision-making by providing quick access to data, it cannot replace human opinions. He notes, "Data influences less than 25% of strategic decisions today." As AI integrates deeper, this influence will grow, but human insight remains crucial. AI is invaluable but not a silver bullet for decision-making.
  • Leadership Unity: Breaking Down Departmental Silos for Company Success
    Michael emphasizes the importance of leaders prioritizing company-wide goals over departmental interests. He warns against the risks of "defecting" from group objectives, which can harm reputations. CEOs should use data-driven conversations to address misalignments and, if necessary, allow non-cooperative leaders to exit. Achieving a unified leadership team is crucial for maximizing organizational success.
Recent Quotes
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  • (People often struggle to make good group decisions because) "the self-interested gain is short-term and tangible, but the collective gain is long-term and intangible." (Published)

  • "Collaboration starts the first time two people disagree." (Not yet published)

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