Success, performance and profitability are not merely the consequence of numeric factors.  The complex dynamics and mechanisms surrounding – and within – a company build upon variables that span from anthropology to technology.

At the Research Institute, we constantly develop new ideas, pose challenging questions and propose stimulating – and sometimes inconvenient – topics for discussion.  While studying a company or a market, we build a non-business domain – qualitative and quantitative variables from disciplines such as anthropology, sociology, history, science and psychology – and merge it with the business-related domain, which is characterized by traditional disciplines.

The goal is to enable our team, and ultimately our clients, to assign non-business variables the proper relative weights in their business models, methodologies and processes.  Internal efficiency and competitiveness strongly depend on the ability of the decision makers to look at their business from different angles and generate multi-disciplinary insights that make a difference.

Creative Thinking is the name of a challenge we accepted one day while discussing how creativity and fantasy can co-exist with logical rigor.  The experiment consisted of drawing different resources within our company, from R&D and graphic designers to strategists and corporate finance, blend them together and test the outcome.  That’s how different heads and forms of intelligence sat around the same table every week for weeks.
The powerful results turned a challenge into a permanent project.  Today, Creative Thinking is a methodology able to drive a powerful stream of competitive advantage into our clients.  It is a pure injection of competitiveness that sets our clients apart from the rest.