Insights (blog)

How three decades of independent research converge on a single conclusion — and what it means for how your organisation decides. The Problem Has Never Been Intelligence When decisions go wrong inside capable organisations, the instinct is to question the quality of the people involved. That instinct is usually wrong. The research is unambiguous on this point. Organisations do not fail at decisions because they lack smart people. They fail because those smart people are too si

Companies are using AI agents to conduct surveys There's a striking development in market research right now. Companies are replacing human survey respondents with AI-generated digital replicas — trained on real behavioural data — and getting results that match known findings with up to 95% accuracy. CVS Health is already using it. Gallup is piloting the approach for policy research. What once took months now takes minutes. That's a reasonable use of AI. Simulating consumer p

Decision science is unambiguous on one point: the quality of a decision is determined less by the intelligence of the individuals involved and more by the architecture of the group making it. This is the decision room — not the physical space, but the deliberate composition of who influences a decision, what thinking they bring, and whether the conditions exist for that thinking to be heard. Getting this right is not instinctive. It requires a different set of questions than

We recently sat down with James Healy, author of BS at Work — a book cataloguing hundreds of examples of workplace practices that look credible, feel authoritative, and simply don't hold up to scrutiny. James has a simple litmus test he applies to almost everything in business: "Will this really work?" We asked him, out of all those stories, which two he'd pick as his favourites. His answer: DISC and Myers-Briggs. Two of the most widely used personality profiling tools in th

You'll hear the term talked about mostly in the context of AI — smarter systems, automated choices, faster analytics. And AI is part of it. But for us, decision intelligence starts somewhere else entirely. It starts with the humans making the decision, and whether the room they're in is actually designed to produce a good one. That is what Wizer is built around. And the more we've worked with leadership teams, boards, and organisations navigating genuinely complex decisions,

Revisiting the Challenger disaster alongside the Columbia investigation shifts the focus away from rockets and materials science and back into the room where the decisions were made. I’ve been listening to The Challenger Legacy series on ABC recently, revisiting the Challenger disaster alongside the Columbia investigation. It is rocket science it is so important to have experts in the room but in both cases it was the decision room that lead to the deaths of all of these ast