This is not for beginners

Here's the quiet part, said out loud

Bias, assumptions, myths and misconceptions are silently eroding our decision making function as business leaders. Couple this with indefensible logic gaps, blind spots and mental blockers. Add to it, a breakdown of our understanding of the immutable laws of business physics. Pepper in obsolete frameworks, the "old way" of doing things, and "intuition" — and you're looking at the most likely reasons even the most seasoned CCO will fail.

These hinder your ability to "see around corners", accurately forecast, and ultimately are the reasons why your colleagues in the Executive Committee don't trust you. Open any Annual Review for a large company, and you'll find a CEO listing the plethora of risks for shareholders to be aware of. They will include pandemics, extreme weather conditions, and the "inability to meet the demands of consumers". Yet, the true risks — the ones most likely to tank a campaign, or result in losses of capital, stakeholder confidence, and market-share. The kind that gets the wrong people let go, millions (if you're lucky) of dollars lost, and invariably threatens the person sitting in the CCO chair at the boardroom table — is human risk.

Human risk moves silently, and at the speed of AI. It's what we at Piar have developed workshops to mitigate, and better yet — we've developed frameworks, methodologies, and techniques to wield which you use to attack with. Like switching from shield to sword. Use them, adapted for your unique context, to your strategies, planning, and reporting and see how quickly your perspicacity improves. To truly become counselors to power, CCOs must look to problem solving from adjacent industries, and apply that knowledge to the complex dynamics of the communications world.