EXECUTIVE LEADERS, PEOPLE & HR
The people making decisions — and the people missing from them
The most important talent question isn't who is capable. It's who thinks in ways the organisation urgently needs — and whether those people are anywhere near the decisions that require it.
CEOS & EXEC TEAMS
Design the room before the decision is made
See what's structurally missing from your leadership group — and fix it before the stakes are highest.
HR & PEOPLE LEADERS
Who has the capacity to contribute — and is being overlooked
Map decision styles across the workforce. Surface who thinks in ways the organisation needs but has never been asked.
PEOPLE & CULTURE
Build teams that decide well
Use decision style insight to design teams, improve succession, and inform hiring.
The structural problem that experience alone doesn't solve
The same two or three thinking styles tend to dominate leadership groups — not because other perspectives don't exist, but because the conditions for those perspectives to influence outcomes were never deliberately built.
Teams assume alignment when what they actually have is silent disagreement. Decisions feel confident because the room agrees. The outcomes tell a different story — not because the people are wrong, but because the design of the decision group was never examined.
That's not a culture problem. It's a structural one. And it's invisible from the inside.
WHAT WIZER REVEALS ROLE BY ROLE
The same platform. A different problem depending on where you sit.
Decision mapping gives each role a specific answer to the question they're actually asking — not a generic insight about team dynamics.
PEOPLE LEADERS
See who has the capacity to contribute — and who's being overlooked
Talent strategies often miss the most important question: not just who is capable, but who thinks in ways the organisation urgently needs. Decision Profile Mapping surfaces that picture — showing which decision styles exist across the workforce, where they're concentrated, and who is sitting in roles that don't match their decision strengths.
Use it to design better teams, improve succession planning, and make more defensible decisions about who belongs in which conversations.
DEI LEADERS
Move beyond representation — make cognitive diversity count in decisions
Demographic diversity doesn't automatically produce better decisions. What matters is whether diverse perspectives are actually shaping the outcome — or whether they're in the room but not in the conversation.
Wizer makes cognitive diversity measurable. It shows which thinking styles are present across teams and decision panels, where homogeneity persists despite surface-level diversity, and how to design conditions where difference genuinely influences outcomes.
CEOs & EXEC TEAM
Design your decision rooms — before the decisions get made
Executive teams are often the most cognitively homogeneous part of an organisation — not because of poor hiring, but because of how careers select for certain types of thinking. Wizer shows what's actually in the room at leadership level, where the blind spots are, and how to strengthen the groups that shape your organisation's most consequential choices.
Used across strategy, M&A, transformation, and board reporting — wherever the quality of the decision group matters most.
WHAT WIZER DOES
Maps who's in the room and who's missing — before decisions get made
Decision Profile Mapping gives organisations a complete picture of how their people think across seven decision styles — showing where thinking clusters, where perspectives are absent, and where the right people for a given decision are sitting without being asked.
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Identify which decision styles dominate at which levels — and whether that mix serves the decisions the organisation actually faces
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Surface the people in the organisation who think differently and are well-suited to certain decisions — but who were never asked
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Build stronger panels for every decision that matters, using live recommendations from the decision map
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Give individuals a language for how they think that improves every meeting, conversation, and collaboration
EXAMPLE - LEADER SHIP TEAM DECISION MAP
STRONG
Achiever
Explorer
MISSING
Guardian
Deliverer
PRESENT
Analyzer
Collaborator
UNDERWEIGHT
Visionary
A common executive pattern: execution and outcome-focused profiles dominate the senior team, while challenge, risk, and option-generation profiles are absent — leaving strategy decisions with no internal pressure to stretch them.
* These profiles were present in the wider workforce — they just weren't in the room.
CASE STUDY
x3
Tripled paediatric research funding by redesigning who was in the room
Sydney Children's Hospital Foundation used Decision Profile Mapping to redesign who was involved in key funding decisions and how input was structured. The result was a threefold increase in research funding — without changing the budget.
Wizer helped our executive team understand not just what decisions we make, but how we make them. The insights into our collective strengths and gaps have fundamentally improved the way we approach strategic conversations and team design.
Tania Crosbie — Quality and Assurance Manager, REDinc