Adapting to change is difficult.
Every day, your life is filled with decisions. From the moment you get up and decide what, and whether to have breakfast, to deciding when to get back to bed, every one of us makes thousands of decisions. Most of the time we don’t think much of them – they’re intuitive, based on the thousands of decisions we’ve made every other day in the past.
Your organisation is the same. You make decisions that influence the direction of your organisation, every day, all day, based on the thousands of decisions you’ve made in the past.
But what happens when something new comes along?
Most organisations start crunching the numbers. What data do we have, and what does the data say? What algorithms and formulas apply to this problem, and how can we use the numbers to project forward to tomorrow, to make good decisions today? This is what we call quantitative analysis: mathematical estimation of probability based on collected data, and there are lots of companies that can help you sort through this data.
The numbers rarely tell the whole story.
Not everything fits into a quantifiable prediction, though, and quantitative analysis has one glaring flaw – it’s based solely on numbers. There is no room for the intangibles of life – the motivations, intentions, and desires of being human. Even more, quantitative analysis has little room for purpose, sustainable ethics, or integrity.
So, while our algorithms can predict which purchase will result in the higher anticipated profit, it won’t help predict how a person will react emotionally to an upcoming decision, and how will that impact others. It won’t help decide what the best decision we can make is, in-line with our ethics and standards, that will still generate profit and grow our business. It won’t tell us if this is an organisation we can trust. It won’t help identify what you are not seeing that you should probably plan for. These are the questions that have no numbers, that we cannot quantify.
This is called qualitative analysis, and this is where we step in.
Qualitative analysis is not a simple mathematical formula; it combines variables in different ways to create multiple possibilities, and choosing the right one is difficult – especially because math rarely helps.
Variables and complexity can be overwhelming.
The way most people navigate these decisions is through instinct and intuition, which is often quite reliable in a life-or-death situation, but in a business it can be disastrous. Our intuition can rarely even identify, let alone account for all the variables, and the way we combine them to make decisions is largely based on subconscious assumptions that may – or may not – be valid.
If you’ve ever agonised over a decision or reflected back on a decision wondering whether it was the RIGHT decision, our team is for you.
An outside perspective helps.
We specialise in breaking problems apart, identifying the variables, and recombining them in a systematic, structured way to better identify future probabilities for your decisions, and increase your confidence in those decisions.
Even more, we want to teach you how to do this for yourself. We want you to learn the critical thinking and analysis skills to make good decisions – in and apart from business – because YOUR good decisions will lead others to make better decisions. Of course, this will mean more business for us – but that’s not our only motivation. Believe it or not, the benefits from good decisions ripple out to help the second and third layers of individuals and organisations. From your perspective, more people will want to do business with you. From ours, well – quite simply, it will improve the quality of the world we live in.