Noun. 1. A question, interrogation. 2. An inquiry to a body of people for the purposes of making a decision.
(from Latin rogo, "ask, place a question before")
We offer a new approach to corporate problem solving and strategic thinking.
Our mission is to help you ask better questions—and, as a result, strengthen the thinking behind your solutions.
We do this through something we call ‘Meaningful Conversations’. Fueled by AI.
We are here to guide you deep into the corpus of data and information that has been used to train AI—anchored around interactions that are more human-like and adapted to your specific context.
Our 100+ AI-generated ‘Expert Personas’ provide real-time, multi-disciplinary perspectives on complex business issues.
Every business faces 'problems' — some more than others. These can range from everyday operational or financial concerns to more fundamental and strategic challenges, often tied to external factors.
But 'problems' aren't necessarily destructive. Like exercise, they also serve as opportunities to streamline, adapt, and strengthen —ultimately to achieve your goals.
In business, we tend to focus a lot on answers. Answers are something that we can take immediate action around. But the quality of the answers we get is directly correlated to the quality of the questions we ask. Ask a 'good question’, get a 'good answer’.
But coming up with ‘good questions’ requires deeper understanding, which takes time. And in most business environments, there is a strong bias against things that slow down.
The result is less time spent thinking things through, in asking the ‘right’ questions. This increases the costly probability of getting something wrong—particularly when you're going against the consensus (the very definition of ‘innovation’ or ‘self-disruption’).
This creates a specific and largely 'hidden' type of business problem—problems that are the byproduct of bad thinking.
Most business problems get addressed in one of two ways:
1. Problem-centric thinking: Also known as ‘left-to-right’ thinking, this approach focuses on methodically identifying and addressing the underlying causes of problems.
2. Solution-centric thinking: Also known as ‘right-to-left’ thinking, this approach focuses on working backwards and replicating successful practices or solutions observed elsewhere.
These two approaches form the cornerstones of approximately 95% of corporate problem-solving and strategic thinking.
In all problem-solving, there is always some probability of ‘being wrong’.
This risk increases dramatically when undertaking something ‘new’ or ‘different,’ which can be costly—potentially deadly—when it involves critical issues like growth, profit, innovation, and talent.
The traditional ‘solve’ for this challenge has been to seek outside-in perspectives—expert opinions to pressure-test ideas and broaden thinking.
However, many organizations lack the time, resources, or network to do this effectively. Additionally, the experts consulted may not have the requisite believability for the specific case at hand.
We believe that the success or failure of any organization depends on the cumulative quality of its decisions—and not just at the boardroom or senior levels, but across the entire organization.
We advocate democratizing access to expert perspectives to improve the probability of ‘being right’—organization-wide and at scale.
Our solution combines human and AI-generated experts, tailored to your specific issues and organization, while also considering your team’s unique profiles.