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Our Objectives |
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Encourage enlightened
conversations |
Improve understanding;
reduce confusion |
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Ensure broad client
participation and ownership |
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Sustainable and enduring
process |
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Extendable |
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Adaptable to changing
business conditions |
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Transnational application |
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Rapid deployment |
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Sound financial framework |
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Terry R. Priebe is President of
DeSA
®
with management, software
development and problem solving
experience in the US Navy and at Corning
Glass, the DuPont Company, and at
DeSA. Specifically, he has
focused on:
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Financial Management: CFO,
financial & operational planning,
analysis, budgeting and control
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Human Resource Management:
enterprise customer service operations
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Applied Engineering:
operations, materials procurement and
logistics
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Technical Development:
interactive computer business models,
simulations and management information
systems
Terry managed the development of the
first system dynamics computer model for
a major global industry using
micro-computer technology. The system
was successfully used to integrate
competitive, supply, demand, and cost
information for investment and
operational decisions. Subsequently, he
directed numerous enterprise and
portfolio models throughout DuPont. He
managed a major corporate modeling and
simulation effort within DuPont which
resulted in a broad understanding of the
value and techniques of modeling to
solve typical business problems and
issues.
As corporate liaison to the MIT
Organizational Learning Consortium, he
was instrumental in introducing "Systems
Thinking" philosophy & technology to
business teams. Since then, Terry has
focused on the development of the hybrid
scenario methodology used first by DeSA
and now by Scenario Architects
™.
He received a B.S. degree from the
United States Naval Academy and,
following a tour as a Navy pilot, a M.S.
degree from the Sloan School at MIT. He
co-founded Decision Support Associates (DeSA)
in 1993 and partnered with MÅDEC
Associates shortly thereafter.
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"I believe current technology permits us
to create almost any kind of
knowledge-creating system or process we
can imagine. Technology is no longer a
limiting factor. Our future
accomplishments will be achieved through
a synthesis of computer technology and
organizational learning philosophy.
Rapid learning systems based on
comprehensive computer infrastructures
and methodologies will improve human
potential and will become the norm in
the future. Organizations will manage
their businesses in ways that depend on
the continuous, synergistic nature of
learning and doing. Simulation of
strategic business systems in a virtual
environment will become a key factor to
improve and sustain the ability of
people responsible for the success of
their organizations."
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R. A. (Dick) Baker, President of
MÅDEC has over 35 years industrial
experience most of which have been spent
as a consultant in the field of
Engineering Evaluations - process and
business analysis. Dick worked for many
divisions of the DuPont Company and
finished his career with them as an
Engineering Fellow involved in directing
the Engineering Evaluation function of
DuPont's Fibers and Advanced Composites
Division. For the last 20 years he has
run his own Consulting business where he
has specialized in the area of "Systems
Thinking" as it pertains to dynamic
simulation and analysis of the
manufacturing or the "production"
function of business. He developed the
concepts and logic/information base that
became the DeSASim business simulation
engine.
Dick is the author of two technical
texts, "Technique" and "Advanced
Materials Systems"
that are part of a series of books
entitled "Engineering Evaluations and
Business". He holds BS and MS degrees in
Engineering from Purdue University.
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“Survival of any
business depends on good and timely
decision-making. The quality of that
decision-making, and hence business
survival itself, depends on knowing
ahead of time – anticipating - how the
business should react to best meet any
potential future challenge. For
example, to ignore the long-term
consequences of a particular business
strategy in favor of a short-term “fix”
is a sure way to become a business
follower instead of a leader.
Today, time of
response, cost, and risk will not permit
the testing of alternative decisions in
real time in the marketplace – testing
must be done ahead of time in the
virtual world. This can only be done
with truly smart business simulation
systems that:
– take into account the
circular and sometimes subtle
cost/performance interactions of the
many “drivers” of business, and
– enable knowledge, experience, and
ideas from sources within and
outside the business to define the
virtual environment of the simulation.”
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