Who Are We?
And What Makes Allovance Tick?
Sherif Farghal, PhD
Founder & CEO
Back in 1996, while conducting his PhD research at the University of Michigan, Sherif Farghal (founder and CEO of Allovance) developed an analytical decision making process that immediately began gaining traction. Why? Well, this methodology was so unique, so relevant and so accurate that Fortune 500 companies began seeking consultation with him to better align their strategic objectives. But how do you bring a labor intensive, highly specialized, mathematical process to the masses? You systematize the inputting of data, create an intuitive user interface, make the process collaborative and allow anybody and everybody to access it. Say hello to the Allovance Method — a user friendly platform powered by the scientifically proven methodology used for over 20 years.
The Allovance Method incorporates science into the art of decision making.
The Allovance Method uses the Analytic Hierarchy Process (AHP) to compare and obtain relative weights among strategic priorities and objectives. The Analytic Hierarchy Process (AHP) is a structured technique for organizing and analyzing complex decisions, based on mathematics and psychology. It was developed by Thomas L. Saaty in the 1970s and has been extensively studied and refined since then. AHP is used to derive ratio scales from both discrete and continuous paired comparisons.
AHP uses pairwise comparisons to compare strategic priorities and objectives in pairs. The relative weights are then calculated in the form of principal eigenvectors from the matrices of comparisons. AHP also calculates an inconsistency ratio to provide a way to measure how consistent the decision makers are when comparing decision factors. Since AHP uses pairwise comparisons to obtain relative weights, it gets cumbersome as the number of priorities, objectives, or alternatives becomes large.
The Allovance Method is a scientifically proven programmatic decision support system platform. This platform can be used for a variety of decision-making applications by walking you through the following:
Develop scales to measure and quantify quantitative or qualitative criteria.
Compare a large number of alternatives because of the use of scales (traditional decision making methods become very cumbersome once the number of alternatives increase).
Separate between the development of strategic priorities and project selection to avoid manipulating the system.
Collaborate throughout the process. This collaboration provides strategic as well as tactical factors to be considered.
Improve the quality of reporting and dashboard structures.
Perform sensitivity analysis and what-if scenarios to minimize variance from strategic goals.