Most orgs don’t have a data problem—they have a decision problem. This executive memo reveals why dashboards and training won’t fix culture, and what leaders must do differently to turn data into real decisions.
Most AI efforts fail not because of bad tech, but because of bad design. This article reframes AI as an organizational challenge, not just a data science project. Learn what business leaders must rethink to turn AI from a pilot into a competitive advantage.
Think your org is data-informed? Think again. Most companies are still making bad decisions—just with dashboards attached. Discover why traditional data literacy fails—and what it really takes to build a culture where data drives action.
In today's complex world, the ability to value different perspectives isn't just nice to have—it's a strategic advantage. This assessment will help you understand your current approach to different thinking styles, especially those that challenge the status quo.
For each statement, indicate how strongly you agree or disagree based on your typical behavior and attitudes.
1. I actively seek out perspectives that challenge my own thinking.
2. When someone questions the group consensus, I feel curious rather than defensive.
3. I view persistent questioning as a potential signal of early insight, not disruption.
4. I am willing to slow down a decision-making process to investigate concerns, even if it's inconvenient.
5. I recognize that "unpopular" opinions can reveal critical blind spots.
6. I prioritize logical coherence over social harmony in evaluating ideas.
7. When someone's communication style is direct or intense, I focus on the substance, not the style.
8. I believe that principled dissent strengthens outcomes, even if it feels uncomfortable.
9. I can distinguish between genuine early warnings and unnecessary obstruction.
10. I see neurodivergent thinking styles (e.g., highly detailed, highly logical) as strategic assets in decision-making.
Your Total Score
010-50 out of 50 possible points
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