Strategic Control Sciences Inc
Reinventing Decisional Systems
About Us
Our journey began in 1984, when our founder teamed up to form a small, specialized company with cutting-edge expertise in advanced process control serving the manufacturing and process industries. After ten years, he became an international management consultant working with senior executives across many industries. A common theme, that stood out among all the others, was how to go about making the best decisions for their company’s future. All of them had the traditional business school teachings and had read all the popular authors on business management and strategy but they did not know how to actually implement their vision. This could be asked in several ways.
  1. I have 40 initiatives identified. Which ones should we do to meet our strategy and in what order? Why?
  2. I want to change from a commodity based business to a customer-centric business. What projects are most important and which ones can we cut?
  3. My budget is being cut 20% this year and yet I have to spend even more in certain areas. How do we decide the best way to do this?
  4. How much are we spending on strategic objective “n” and are we making progress or not?
  5. I have to be able answer some complex business questions. One advisor says X while another says Y. Can we make this more objective?
  6. We are a consortium of ten businesses. How do I identify joint strategic objectives and optimize an execution plan?
  7. A unexpected crisis arose and I don’t know which projects to focus on to bring it under control.
  8. How can we make strategy a part of each individual’s daily work choices?
Everyone attacked these problems as best as they could. Some attempted to follow their favorite author’s guidance. It focused their thinking but didn’t help their implementation. Some hired consultants, but a consultancy’s answer (obviously) was a large consulting contract or a large system purchase and installation. In many cases they fixed problems, but they fixed problems with low strategic value. Some applied organizational mechanics and reorganized along strategic goals thinking the teams would coalesce around singular goals. This only made it worse and forced the organizations to face even more unproductive turmoil. Many just threw people at it, which ironically only exacerbated the problems since each person comes fully equipped with their own opinions, biases, and perspectives on how to solve the problems. None of them gave up but they would flounder and make ad hoc adjustments until the year was over and next year’s problem gelled.

Implementing elements of what we now call “strategic control” across multiple client venues was, in the end, the stimulus which led to the creation, in 2014, of Strategic Control Sciences. Clients made the same mistakes over and over. They didn’t even realize that they all were all facing the same set of problems.

We decided to start a company with two objectives: first, to organize our knowledge and out experiences in a reusable, consumable way, and to freely share that knowledge with businesses seeking to answer long entrenched problems. And then second, to provide consulting services as needed, to help companies with the change. Today our team is engaged in a wide range of projects and only a portion are engaged with implementing strategies.  There are many sciences involved in this holistic approach to strategic execution and to stay current, we stay active in a broad range of services. From top to bottom of the corporate pyramid, businesses make strategic decisions that influence their very survival. Each one of the scientific fields discussed on this site contribute to decision making.

Once you’ve seen how this all ties together and understand the underlying patterns and the contributions that each of these scientific areas contribute to a holistic whole, it begins to make sense in a way few have come to understand. Once you understand the pieces you need to explore relevant tools that are available to you, and how one goes about applying them to addressing the issues correctly.

We are not a large company so we extend ourselves by teaming with the best and brightest. Some of them are specialists in just one of the scientific areas but when we put a team together, we are able to reach back to engage these specialists with a purpose. That is what Strategic Control© is all about. It harnesses all of these scientific areas into solving one of the biggest problems businesses face.  It’s not what your company’s vision or goals are. It’s not what markets you want to capture or what new products you want to make. It is first about how you execute that vision, and second, how you keep it there or control it. We have two simple objectives.

  1. Freely share knowledge of strategic control methods and approaches
  2. Provide consulting services to implement strategic control principles and related sciences
The first is to develop and freely share knowledge of strategic control methods and approaches. And second, if that is not enough and you still need help, we can provide consulting services to help you through the hurdles. In this way, we will help businesses improve the usefulness of their strategy and control their businesses in ways few have seen.

Please register so you have access to all the blogs, then feel free to browse through the site, add questions and comments to the blog posts, or contact us.  We look forward to sharing our experiences.


Beau Senyard

President and CEO of Strategic Control Sciences, Inc.

An experienced consultant with deep technical skills and broad business experience including strategic management, performance management, specialized development, large-scale enterprise architectures, systems engineering, operations research, and data science. He is a trusted advisor to executives at Federal agencies and Fortune 500 companies across many industries and is recognized for his innovative solutions and thought leadership.

Whether working with executives to jointly envision solutions or working to create new technology and processes to capture results, he helps businesses achieve real and measurable results quickly. Clients nicknamed him “DARPA” after the research agency known for innovation because he used his combined experience in business and technology to bring valuable solutions to problems at hand. He has been responsible for hundreds of prototypes, commercial products, complex enterprise systems, and cloud-based systems. Systems range from real-time deterministic systems, high-security, encrypted systems, multi-tiered, multi-server architectures, relational, and networked database systems, and even small group, stand-alone, prototypes to quickly build revenue streams.

This multi-faceted approach has helped many clients institute strategic management processes, performance improvement programs, acquisition programs, operational improvement programs, new and improved business processes, and improved supply chains. He has consulted with businesses on markets, product creation, product life-cycle management, and helped many achieve their key client initiatives using both customized and commercial solutions. He has led many to adopt change through organizational change programs, coaching programs, and strategic workshops. His unique and broad-spectrum approach to solutions has helped many businesses maximize their success and manage investment opportunities. Over time, he has pioneered tools, processes, and frameworks to make this approach even more effective.

He is certified as an Expert Systems Engineering Professional (ESEP) by INCOSE and as a Certified Enterprise Architect (CEA) by The FEAC Institute (A Zachman International Company).