New Strategy Book, The Decision-Making Blueprint, Confronts Corporate America's Multibillion-Dollar Gut-Instinct Problem

ANN ARBOR, MI, UNITED STATES, October 21, 2026 /EINPresswire.com/ -- Nearly half of employees say they trust their gut over the data in front of them when making decisions, and that habit only grows more common the higher up the org chart you go. For organizations making high-stakes calls on budgets and strategy, an instinct-first approach can carry a steep price tag.

That's the argument behind Sherif Farghal's new book, The Decision-Making Blueprint: How To Build A Process For Business Decisions That Works Every Time (2026, Indie Books International).

"Organizations are like people: They make decisions based on impulse, and they regret them," said Farghal, founder and CEO of Allovance, a management consultant with more than 30 years of experience who has used his decision-making framework with Fortune 250 companies, universities, and public sector organizations.

According to the book, impulse decision regret shows up in the numbers. A McKinsey study found that 70 percent of executives are dissatisfied with their organization's strategy process, and separate research shows that 53 percent of people second-guess decisions they've already made. With U.S. businesses spending nearly $3 trillion a year on capital expenditures alone, Farghal argues that most organizations have never actually built a process for making decisions, only for carrying them out after the fact. His answer is the Allovance method, a five-step decision-making framework he developed over three decades of consulting work.

Strategize: Define the organization's priorities and turn them into a strategic value scorecard.

Sort/Compare: Weigh those priorities against each other to reveal what matters most.

Scale/Quantify: Turn even subjective priorities, like culture or reputation, into measurable numbers.

Score: Evaluate each project or option against the scorecard.

Select: Use the scores to build consensus and choose with confidence.

"Well-meaning committees can easily become a multi-headed monster," Farghal writes. "Instead of making a decision, they make no decision, and no decision is death."

Farghal says the process changes more than the numbers, it changes how teams treat each other. Case studies from the book show how this process can even sidestep hurt feelings by giving ideas the space and time to be weighed properly. Ultimately this led to a decision that “wasn’t an opinion; it was arithmetic," Farghal writes.

"The pain of regret outweighs the satisfaction of a good decision," Farghal writes. He hopes the lessons in the book help readers make decisions they can live with, and move on from, the first time.

Farghal's vision is to transform organizational decision-making culture. He developed his unique method while obtaining his Ph.D. in Civil Engineering, Construction Engineering and Management from the University of Michigan.

His dissertation research and over 20 years of work through his consultancy business, Pyramid Consulting International, forms the foundation of the Allovance Software. His passion for helping organizations make better decisions drives his work in all his business and personal endeavors.

About Allovance

Allovance is a cloud-based strategic and capital planning platform designed to help businesses, non-profits, and governments prioritize projects, allocate scarce resources, and make data-driven decisions. It replaces messy spreadsheets and political guesswork with a structured five-step process: strategize, compare, quantify, score, and select.

About Indie Books International

Indie Books International was founded in 2014 in Oceanside, California, by two best-selling business authors. Since then, the company has released more than 200 titles. Like indie film companies and indie music labels, Indie Books International aims to serve as an independent publishing alternative that helps business thought leaders create impact and influence.

Henry DeVries
Indie Books International
+1 619-540-3031