How much did the last investment that didn't change your customers' behavior cost?
Decision Lab
Put a real decision to the test before executing it.
Marketing. Mentorship and training. Renovations. Consultancies. Technology.
Do you decide with evidence or with justifications that seem convincing?
You never fail to invest in improvements, especially those that impact the customer's perception of quality.
But, almost always, he invests with justifications:
“We need to improve customer service.”
“We need to modernize the product.”
“We need to renovate the room.”
“We need to strengthen our brand.”
On what was your decision based?
An architect designs an excellent renovation.
An agency creates an excellent campaign.
A consultant implements an excellent action plan.
A coach or a mentor develops an excellent team and leadership.
Everyone can do an excellent job. But everyone starts from a decision that has already arrived fully formed.
What if the priority was wrong from the start?
Maybe the problem was never the customer service.
Maybe it wasn't the communication.
Maybe it wasn't the structure.
Perhaps the customer simply stops perceiving value at a completely different point in the experience.
No execution, no matter how good it is, corrects a decision made on the wrong priority.
Executive Decision Lab
An executive lab to put a real decision to the test before execution.
We start with a real decision your company needs to make. Before execution, we confront the available information with the different perceptions and priorities involved in that decision.
The objective is to make observable what may be shaping different interpretations of the same reality, before these differences translate into actions, costs or impacts on customers and employees.
Depending on the decision being analysed, we can confront different sources and perspectives, including:
- - intention of management: the planned experience,
- - Action carried out by the teams: the delivered experience, and
- - perception customer experience: the lived experience.
- In addition to the data and information the company already has.
When these three visions are not aligned, the company continues to invest.
But the customer still perceives something else.
That is why the Decision Lab does not tell you how to execute a decision. It shows what should be considered before executing it.
Why the difference between an investment that generates results and one that merely generates decision-making comfort is rarely in the quality of execution. It is in the quality of the decision.
Who is Decision Lab for?
Decision Lab IS for those looking for:
✔ put a real decision to the test before executing it;
✔ confront data, perceptions and priorities before choosing a course of action;
✔ identify what may be going unnoticed before it turns into cost or impact;
Decision Lab is NOT for whom:
✘ are looking for a list of best practices;
✘ want to copy a competitor;
✘ You have already decided where to invest and are just looking for someone to confirm it.
Most solutions help you execute a decision.
We put your decision to the test before execution.
We make observable the differences between information, perceptions and priorities that may be shaping the decision, so you know what needs to be considered before taking action.
Discover what may be going unnoticed before execution.
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Most problems start long before the drop in sales.
Confront different interpretations of the same reality.
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A poorly prioritized investment can consume months of work and thousands of euros without changing customer perception.
Decida onde vale agir antes de mobilizar recursos.
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The problem does not always require new investments. It requires clarity on the best ones.
The methodology
3 steps to decide clearly:
Where was the decision born?
Intent
Understand what is shaping the decision.
Where did she lose coherence?
Perception
Identify differences in perceptions and priorities.
What needs to be considered before taking action?
Decision
Confronte as informações e coloque a decisão à prova.
Who developed the method?
Prof. Dr. Juliana Cândido Custódio.
- Postdoctoral researcher in Consumer Psychology and Doctor in Strategic Management
- Public Relations, Marketing expert, with over 20 years of experience market research for strategy and branding consultancies
- Teacher internationally recognized
- Expert competitiveness and relationships business
The same problem can appear different when we change our point of observation.
The Executive Decision Lab can be conducted within your company. This preserves the context, provides greater comfort for the team and limits the budget. But remaining in the same environment also means observing the problem through already familiar frames of reference.
That is why we also created the Paris and Istanbul experiences. Not just a day of discussion, but three days to shift the point of observation, confront perspectives and return to the decision from different contexts.
The objective is not simply to present the results. It is to confront them with perspectives capable of challenging the perceived reality and triggering a shift in perception.
In company
We observe the decision within its own frame of reference.
A real decision from your company is worked on online or within the organisation itself, without intentionally confronting it with an external reality..
The work focuses on what already shapes your perspective: information, priorities, representations, constraints and decision criteria.
Paris
We shift the perspective to see differently what seemed obvious.
In Paris, participants confront their real decision with experiences, environments and technical visits selected to shift their frames of reference..
The change of context is not intended to discover Paris. It is intended to sharpen the perspective, temporarily suspend the assumptions constructed within the company and observe differently what, until then, had seemed obvious.
Format
We multiply the frames through which the same decision is interpreted.
In Istanbul, the shift goes further: participants confront the mechanisms underlying their decision with other cultural, relational and organisational perspectives, in an environment where the same signals, behaviours and situations can be interpreted differently.
The objective is to put to the test what changes in the analysis when the frame of reference changes and broaden the capacity to consider interpretations that would not spontaneously be your own.
What decision does your company need to put to the test before executing it?
Bring a real decision to the Executive Decision Lab.
