Looking at the Future of your Business






Our Objectives
Encourage enlightened conversations
Improve understanding;
reduce confusion
Ensure broad client participation and ownership
Sustainable and enduring process
Adaptable to changing business conditions
Transnational application
Rapid deployment
Sound financial framework

Our Vision

Our Management Team

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:

  • Financial Management: CFO, financial & operational planning, analysis, budgeting and control
  • Human Resource Management: enterprise customer service operations
  • Applied Engineering: operations, materials procurement and logistics
  • 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.

"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."


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.

“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.”



Efficient Adaptation

" … it is not the most intellectual of the species that survives; it is not the strongest that survives;
but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself. "

(1)  (Megginson, ‘Lessons from Europe for American Business’, Southwestern Social Science Quarterly (1963) 44(1): 3-13, at p.4.)

ã 2011 Decision Support Associates, Inc. (DeSA) Legal & Privacy Notices    Last: 05/22/2011