Providing a strategic decision-making pattern in a fast-paced environment

Introduction: Decision making in organizations particularly in the fast-paced environments is posing a difficult challenge, which in the absence of a suitable algorithm would confront the establishments with an array of perils. The aim’s paper is to developing a strategic decision making algorithm for banking sector managers facing fast-paced environments. Methodology: The research method is qulatative one. The subjective multi-case methodology applied to fifteen participants selected through theoretical sampling from the population of managers and experts. The sampe include three different banks. Data gather by subjected to semi structured interviewing. Results and Discussion: To forming, a model of the strategic decision-making, three inclusive fields of context, method and consequences is necessary. The results of the present study showed that in order for banks to be able to make strategic decisions in high-speed environments, they must consider three main areas: decision contexts, the process required to make a decision, and the consequences of the decision. Organizations, especially banks, need special conditions such as dynamic components of the organization, balance between stability and flexibility, coordination of organizational components, and the like, which were identified in the present study. The present study also showed that decision-making agility and decision-making reliance on information and analysis is one of the background conditions required to succeed in developing and implementing a strategic decision-making model for banking industry managers in high-speed environmental conditions. The study was consistent with the results of the research of Nimand et al. (2021) and confirmed the findings of the study. Among other areas related to the creation of strategic decision-making model in high-speed environments by banks, the present study emphasized the issue of decision-making process. The structure of strategic decision-making was one of the factors that had a great impact on creating a strategic decision-making model in high-speed environments. In other words, the agility of the structure along with the support of senior management, the competence of decision-makers, as well as continuous evaluation of changes and measures such as communication development, growth and development of services and its diversity scope leads to this. The organization will be able to innovate in its strategic decision-making processes in high-speed e