DECISION INTELLIGENCE
Test the decisions that become costly when their consequences are discovered too late.
Raise a price, close a site, transform a model, choose between several scenarios: these decisions simultaneously affect customers, employees, local communities, partners, and regulators. Imagine All The People lets you test them on synthetic populations before they become irreversible.
Executive leadership = judgment under uncertainty
02 — THE DECISIONS THIS FUNCTION HAS TO MAKE
Decisions, not issues.
- Raise a price or change a pricing structure
- Close a site, activity, or location
- Launch a new activity in an unfamiliar market
- Transform a business or operating model
- Choose between several defensible scenarios
- Anticipate external or internal opposition
- Prepare a decision that will be difficult to reverse
03 — WHY TRADITIONAL METHODS ARE NOT ALWAYS ENOUGH
What standard approaches can miss.
- Traditional research measures opinion at a given point in time; a business decision produces effects over quarters.
- Financial analyses project volumes, but rarely the behaviors that produce them.
- Separate consultations — customers on one side, employees on the other — hide precisely the interactions that determine the real cost of a decision.
- Executive committees often choose between argued scenarios, not observed trajectories.
04 — WHAT WE ENABLE YOU TO SIMULATE
What becomes possible to test.
- The indirect consequences of a decision presented as technical
- Simultaneous reactions from populations with conflicting interests
- Second-order effects: switching, workarounds, silent withdrawal
- Trajectories at 12, 24, 36, and 60 months rather than an immediate reaction
- Asymmetric risks: a modest gain against a lasting loss
- The point at which a decision becomes difficult to reverse
CORE MECHANISM
The scenario that maximizes the immediate result is not always the one that maximizes the value of the decision.
A single decision rarely affects only one population. It is received at the same time by customers, employees, local communities, partners, regulators, and public opinion — and each interprets it through its own constraints.
Tested separately, these reactions may look manageable. Tested together, they add up, reinforce one another, or cancel one another out. That composition — not the average — determines the real trajectory of a decision.
Imagine All The People lets you observe these reactions within the same simulation, on the same populations, to compare scenarios by what they produce rather than what they promise.
- Customers
- Employees
- Local communities
- Partners
- Regulators
- Public opinion
05 — POPULATIONS INVOLVED
Populations involved.
- Customers and users
- Employees and middle management
- Local communities and residents
- Partners, distributors, subcontractors
- Regulators and institutions
- Public opinion and influence networks
06 — MECHANISMS TO OBSERVE
Mechanisms to observe.
- Indirect consequences
- Populations with conflicting interests
- Second-order effects
- Trajectories
- Asymmetric risks
- Irreversible decisions
07 — CASE STUDIES
Decisions of this kind already tested.
- ENERGY & UTILITIES“How can the planned closure of a thermal power plant be managed in its host territory?”1.1M residents and workers in the employment area · 14 profiles · 60 months
- ENERGY & UTILITIES“How can a significant price increase be announced to retail customers without triggering massive churn to competitors?”2.4M individual customers · 5 strategies · 18 months
- PUBLIC POLICY“ How can a ZFE be deployed in a metropolitan area without triggering a revolt among workers living on the outskirts? ”3.2M residents · 28 car-use profiles · 24 months
- FINANCIAL SERVICES“How should a publicly disclosed cyberattack be handled without worsening the loss of trust?”5 communication strategies compared on the same population
- ENERGY & UTILITIES“How can a 500 MW offshore wind farm be developed off a tourist coast without triggering local opposition that delays the project for five years?”6 siting strategies tested with local stakeholders
- HUMAN RESOURCES & ORGANIZATION“How can collective presence be increased without turning an organizational policy into a loss of autonomy?”Profiles combining occupation, commuting constraints and collaboration needs
08 — IN YOUR WORK
How this fits into the function’s day-to-day work.
- 01DECISION UNDER CONSIDERATION
- 02POPULATIONS AFFECTED
- 03SCENARIOS
- 04CROSS-REACTIONS
- 05TRAJECTORIES
- 06DECISION
- Before an executive committee: turn two defensible options into two comparable trajectories.
- Before an announcement: identify the population that will determine how the decision is actually received.
- After the decision: track the tipping points to watch during rollout.
RELATED DECISIONS
Related decision types
- ArbitrateCompare several possible futures before making a decision that is hard to reverse.
- AnticipateExplore what can happen when behaviours evolve over time.
- TransformChange an existing system without triggering the side effects that cancel out the expected benefit.
- ReactTest a response when time, trust and cascading reactions become critical.
Another function
- StrategyA strategic scenario describes a future; that future depends on what real populations will do.
- Marketing & BrandWhat people prefer in a test does not tell you what they will do in store, online, or after three months of use.
- Innovation & TransformationThe question is not whether people like the innovation, but what they will have to change for it to work.
- Research & InsightsThe need is no longer one study per question, but a permanent capability to investigate decisions.
- Public affairsA public decision is shaped less by whether it is justified than by how each group interprets it.
- Human resourcesOne internal rule can produce very different effects depending on the jobs to which it applies.
Your next decision
Which decision do you want to explore?
Describe your need. We can point you to the right level of support.
