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Piar creates specialized learning experiences that combine behavioural science and practical decision tools. The work is designed to help organizations think more clearly and act with greater confidence.
Designed to solve complex business problems
Imagine watching the last round on the gameshow Family Feud: "List the top luxuries in the world". Enthusiastically, you blurt out at the TV - Yachts! Private Jets! Oh! Villas, Rare-jewellery!?
You see, most people would forget to list what underpins the meaning itself: good health, a calm mind, abundant rest, social connections, a sense of purpose, and love. This is also true for Risk. Organizations blurt out existential threats, externalities, which are extremely important and should be mapped using cause & effect. But what about human behavior, assumptions that maybe mapping cause & effect isn't possible or necessary? That, to us, is far more dangerous.
Ask any financial analyst, salesperson, or journalist and they'll tell you: annual reports from publicly traded companies are a goldmine. They reveal performance, intentions, and how leadership thinks.
They also lay bare the risks - supply chain disruptions, competitor moves, global emergencies, regulatory changes. Entire sections are dedicated to naming them.
But hidden among the pages is something you wont find listed. The risk that stems from human behavior. It's often dismissed as "soft" or "intangible" by companies still waiting for a wake up call.
Human behavior is what determines if strategies are embraced or sidelined, if teams act on sound logic or convenient stories, if customers lean in with confidence or incline towards competitors. When this risk is ignored, it grows in the most expensive place possible: the decisions that set the course for growth, market acceptance, and investor trust.
And unlike a broken supply chain, behavioral risks don't announce themselves. They hide in meeting rooms, in forecasts, and in untested assumptions quietly moving from one slide deck to the next.
See how we address these risks
You might be wondering where the best place to start is. Most people in your position quickly realize there are so many ways to apply this thinking. So make it easy for you..
We focus on just three of them:
1. Targeted Interventions
Pinpoint and address faulty assumptions in strategy, financial modelling, and decision-making logic before they can mislead or misdirect resources.
2. Behavioral Change
Shift mindsets toward accountability and growth-oriented action - so change is sustainable and self-propelling.
3. Capacity Building
Equip teams with durable skills like AI literacy through causal thinking, building a culture of testing hypotheses, or adopting mission-driven approaches that guide decisions long after the workshop ends.
Each is built to fit your organization's context, the challenges you face, and the outcomes you want to protect or achieve.
Explore how these work in practice
Learning & Development (L&D), Change Management and Transformation see immediate benefits like: decreasing skills gaps, increasing efficacy, enabling creation of new heuristics, SOPs & processes.
All while being aligned to org goals like: decreasing risk, costs, increasing productivity, revenue, and compliance.
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Identify
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Test
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Reveal
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Rebuild
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Activate
When was the last time you revisited the assumptions that shaped a major project’s design?
Assumptions age quickly. If it’s been more than one quarter, you may be building on mental models that no longer match reality.
In your latest performance results, can you clearly explain which changes caused the outcomes — and which simply happened alongside them?
Without separating correlation from causation, even well-intentioned leaders can double-down on what isn’t working and miss what is.
Has anyone in your organisation challenged a “proven” KPI or success metric this year?
Silence isn’t always alignment — it can be a sign of groupthink, deference to authority, or fear of being wrong in public.
How often do you stress-test the origin stories behind your biggest wins?
Left unchecked, success narratives drift over time, making it harder to repeat the real drivers and easier to protect the wrong habits.
Does your team use a shared framework for deciding which new ideas are worth acting on?
Without one, decisions default to whoever has the strongest opinion, the biggest title, or the most recent airtime.
If two or more answers made you pause, it’s time for a deeper look. Let’s talk.
If you’re exploring ways to strengthen decision-making, lower behavioural risks, or prepare your teams for complex change, we can help you map the path forward. Share a little about your current priorities, and we’ll follow up with ideas tailored to your context.
