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Decide Software and Processes Work Together with Talented Consultants

to Bridge the Gap Between Ideas and Results.


Corporate Decision Making is Broken

Around the world, companies are implementing innovation initiatives, corporate improvement programs and trying to find any way possible to become more profitable and more efficient. Others are working on “continuous improvement” programs they hope will have a major impact. 

Every year, 20% of Fortune 1000 companies announce such initiatives and promise a specific dollar target. The reality is, 70% of those initiatives fall short, and they do so by 46%. 


% of F1000 Announcing Initiatives with $ Targets Every Year


% of Corporate Initiatives that Fall Short of Targets


% by Which Companies Fall Short of Stated Target $ Amount

Does This Look Familiar?

Companies have the best of intentions when they implement innovation, transformation or other corporate earnings improvement programs. 

What we have seen far too often is a program launches with big fanfare and an aggressive financial target. Initial indications of success start to appear, but the promised results aren’t fully materializing, and no one knows why. As a result, delays are introduced but ultimately the results are far below expectations.

This lack of success means executives struggle to explain to analysts and investors exactly where they fell short and why. They just don’t have a good answer for those difficult questions. Boards don’t put up with a lot of quarterly calls like this before deciding changes need to be made, and quickly.

The truth is, the shortfall is not due to any incompetence, negligence or ill-intentions of management or employees.It’s simply an issue with the tools and processes they are using.  

I used to listen to every call and presentation.

Now, I just wait for the “stammer”…

Then I get up and leave.

Bernstein Analyst

Top-Down or Bottoms-Up?

Management approaches vary by company and individual, but when it comes to making changes, companies generally migrate to one of two approaches: Top-Down or Bottoms-Up.

Top-down approaches don’t get the employee buy-in necessary to make lasting changes across the organization. Executives can force changes throughout the organization but unless there is true buy-in at the line level, those changes won’t be meaningful or lasting. 

Organizations who try to do a bottoms-up innovation management program can generate a lot of great ideas, but the lack of executive buy-in limits what can really change and ultimately demotivates employees, while executives are left scratching their heads, wondering why “innovation doesn’t work.” 

Why Top-Down Doesn't Work

With a top-down approach, leaders make the decisions on what needs to be changed, how it should be changed and who should change it, by when.

  • Great executive buy-in; terrible employee buy-in
  • No way to know what the “best” ideas are
  • Implementation steps unclear
  • Silo-based

Why Bottoms-Up Doesn't Work

With a bottoms-up approach, leaders let line employees make suggestions on what needs to be changed.

  • Great employee ownership; limited executive buy-in
  • Higher volume of ideas generated from a broad base
  • Lack of oversight and direction
  • No way to determine best ideas or track results across the company

    What Determines Success or Failure?

    Over the past 15 years, we have proven that there is a different way for companies to make transformational decisions, and to see significant benefits as a result. Clients using our software and following our processes have invariably seen operational earnings increase between 3% and 10% of revenue!

    Companies who use our process find that they are not emphasizing one method over the other. Our tool allows them to meet in the middle and work closely to generate ideas, gather the information necessary to make decisions around those ideas, get buy-in at all the appropriate levels and ultimately put their ideas into place. 

    Employees buy in to the process because they actually own their ideas and have been given the power to take charge of their lives and their careers.

    The key is BUY-IN.

    Changes are made by people, working together towards a common goal of making improvements in their company.

    Employee buy-in increases as they take ownership for their ideas, gather the appropriate information, preparing a business case and taking accountability for their idea.

    Executive buy-in increases when they are presented with good ideas, well thought out and with complete information necessary to make approval decisions.

    Working together, employees and management use a common tool and method to identify, evaluate, approve and implement ideas throughout the organization.


    • Companies are made up of people
      • smart people have great ideas
        • but don’t know what to do with them
        • empower them with the right tools and processes
      • engaged employees make leaders more efficient
      • the world becomes more productive
    • our lives and work become better and more fulfilling

    Reach Us

    Please reach out to us if you have any questions or would like additional information.

    26 S. Rio Grande St.
    Unit 2072
    Salt Lake City, UT 84101

    (801) 888-0815

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