Our focus is on people, by using a fusion of psychology and change management alongside traditional, strategy, insight and innovation techniques.
Dissonance in real world consumer or stakeholder behaviour that shapes what people say, choices and purchase intent versus what they do.
Understanding and traversing often complex, internal company dynamics to prioritise effectively, make decisions collectively and obtain buy in seamlessly.
How are consumers kidding themselves about their motivations and behaviours?
How can we use contradiction and tension as levers for innovation?
‘the way we do things here...’
‘what we’re good at or bad at...’
‘we tried it before and it didn’t work...’
Behavioural psychologists;
Leaders from tech, law and finance;
Public policy experts;
Former politicians;
Community leaders;
Experts in AI
What people say they will do in response to questioning or stimuli.
Establishing the macro context that shapes
the category or discourse.
Tracking behaviour using digital platforms or by seeding products into the real world.
Expert analysis
on behaviour or predicted behaviour.
Global Brand Directors
Heads of Innovation and Insight
Strategy Directors
CIOs, CDAOs, CTOs, COOs, CxOs
Heads of Delivery
Heads of Policy
Often ideas that seem to test well end up disappointing after launch and conversely the ideas with the greatest initial consumer resistance can end up becoming the norm.
Is your innovation process not delivering the kind of break-through product launches you need?
We sometimes find that brands are losing focus as they innovate. Are you clear on the problem your brand solves for customers and potential customers?
Do you know how your brand intersects across culture, customer, competition and internal company heritage?
Changing people’s minds and behaviour can be really challenging and the answers are rarely obvious. Perhaps the behaviour change of your audience is not happening because of a failure to understand why people are doing what they do?
Do you have the insights into the issues or a clear plan for that needed behaviour change?
Now you know the what, are you confident with the how? Maybe you have a plan but aren’t certain how it will play out or whether your organisation is open to, and ready to execute it. We sometimes see change not working because teams don’t understand it or buy into it