Martin Trevino

W When a senior leader asks for Benchmarking or similar ‘positional’ data, the well-understood purpose is to inform the decision-makers’ overarching mental model of where the organization or firm stands in relation to an attack surface or competition in an ecosystem, thus influencing future decision-making.  Yet, this is just a visible manifestation of a complex Cognitive and Neuroscientific process that, if understood at the deepest levels, can highlight a path to numerous organizational and...

There is an analogy in medicine that accurately describes the current state of organizational intelligence. A thermometer indicates that the patient has a fever. That information is valuable — it shows that something real is occurring. However, a fever can signal many different conditions, each requiring a completely different approach to treatment. The doctor who only reads the thermometer will make mistakes that the doctor who understands the underlying cause will avoid. The latter can...

There is a force operating inside every organization that shapes decisions, determines outcomes, drives cultures, and ultimately separates high-performing enterprises from those that struggle — and almost no one can see it. It is not a strategy. It is not technology. It is the cognitive architecture of the people who make the decisions. Consider what actually happens in the moments before a significant organizational decision is made. Long before a leader consciously processes the data in...