The study reveals several key findings about financial decision makers in the IT industry, shedding

light on their demographics, experiences, decision-making processes, and preferences. Here's an

elaboration on the major findings:

Demographics:

The majority of financial decision-makers in the IT industry are in the age group of 41-50.

The highest qualification for most decision-makers is post-graduation or above, which is expected
given the industry's nature.

Most decision-makers have 20-25 years of overall work experience.

Job Roles and Experience:

One-third of the sample holds the position of CFOs, and one-fifth are CEOs, indicating that these
roles dominate in making crucial decisions.

The study observes a decrease in the tenure of decision-makers in their current organization, with
76% staying for only 1-2 years, possibly due to the rapidly changing nature of the IT industry.

Approximately 60% of decision-makers have been in the same organization or different

organizations for more than 10 years.

Decision-Making Focus:

About 75% of decision-makers are primarily involved in financial decisions rather than other types.

The study indicates that bosses are risk-averse in large investment decisions and often make such
decisions independently or in consultation with CFOs and other strategic personalities.

Decision-Making Influences:

Almost half of the respondents look at other organizations' earlier successes when making quick
decisions, suggesting herding fallacy and anchoring effects.

For delayed decisions, decision-makers are concerned about their own past failures and seek insights
from others with similar experiences.

Success and Failure Factors:

Decision-makers attribute their success to willpower, self-confidence, and an optimistic approach.

Two-thirds acknowledge emotional influence and overconfidence as major reasons for failures.

Motivations and Risk Aversion:

Two-thirds of decision-makers are motivated by assured results, while one-third is motivated by
monetary benefits.

The majority of respondents are risk-averse, avoiding blame and defamation.

Decision Priorities:

Moral values and employer satisfaction are the top priorities for decision-makers when making a
decision.

Timely execution and accomplishment are more critical than other aspects during financial decision
execution.

Leadership and Risk Preferences:

Decision-makers prefer subordinates with a proactive nature but follow a heuristic approach.

They focus more on medium-risk ventures and are particularly concerned about the cost of capital in
financial decisions.

Investment and Dividend Decisions:

Cost is a top priority in investment decisions due to accountability to bosses, and decision-makers
fear losing trustworthiness.

In dividend decisions, sustainability in the long run is a major concern for stability and fame.

Suggestions:

Decision-makers should be proactive in analyzing previous successes and failures before making
financial decisions.

Modifying thought processes to avoid misperceptions of over-optimism is crucial to prevent erratic

outcomes.

Controlling emotions and avoiding hasty conclusions based on mere observations can help prevent
blunders.

Addressing the mismatch between personal and organizational goals is essential to prevent over-
cautious decisions and underutilization of resources.