Junior hands on senior problems
Inexperienced resources are put in to lead projects that turn on judgement, not process.
Capability 06
Corporate Training & Capability Building
Build the decision-making muscle in-house.
Programmes that leave your team able to frame a business question, commission the right work and read the answer critically.
The problem it solves
The value is lost before the analysis and after the report.
Organisations rarely lose value at the point of analysis. They lose it earlier, when the question is framed badly, and later, when a finished report is read without anyone asking what it does not say.
Inexperienced resource on problems that turn on judgement is a failure of the research market, but it is an internal one too. These programmes are built to leave a team able to frame a business question, commission the right work, and read the answer critically.
The same report, every time
Typical research reports with no newness and no advancement — one framework applied regardless of the actual question.
What's included
The subjects we teach.
Listed plainly. Curriculum, formats and durations are set with the client rather than pulled off a shelf, so nothing further is claimed here until Stage 3 confirms it.
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Strategic decision making
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Business problem solving
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Research & insights training
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Data-led decision making
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Customised corporate programmes
Programme formats, duration and curriculum — client input required
How it runs
Four steps, on your own problems.
The same three phases we run engagements under, turned into a programme a team can practise on.
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01
Outsmart
Diagnose the gap
We establish which decisions the team already makes, and where those decisions come apart.
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02
Outsmart
Build the sessions around real questions
Material is written around the organisation's own categories and problems rather than generic case studies.
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03
Outpace
Run the programme
Sessions work through framing a question, commissioning the right work and reading the answer critically.
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04
Outperform
Check that it held
Capability is judged on the next brief the team writes, not on the feedback form at the end of the day.
Trainer credentials and past programmes — client input required
Related
Proof, once it can be published.
Related case study
A programme described end to end: who attended, what it covered, and what changed in how the team commissioned work afterwards.
Client approval required
Related insight
Editorial writing on writing a brief that is worth answering, and on reading a research report for what it leaves out.
Awaiting first article
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