The forces you do not see.
What you see: Examples of why forces matter when you want outcomes to materialize.
Why we show it: firms act on what they can see: the score, the ranking, the headline. Real progress comes from acting on the forces they cannot see, the ones that bend the path.
What you learn: measure the pull, not the position, and you know where you are going before you get there.
Causal Intelligence
The causal effect of news, advertising, experience, word of mouth and macro events on reputation and behaviour. Daily, per firm.
What this site shows you.
What you see: the dashboard behind Causal Intelligence, and further down the ideas it is built on: one connected world of stakeholders, the science, the causal system, and a force field you can play with.
Why we show it: most measurement tells you where you stand. This tells you what is pushing you there, and by how much.
What you learn: which forces to act on, and which to leave alone. Every screen has a small box like this one; open it for the short version.
All forces together explain the score.
Green forces pull the outcome toward the centre, where the scores are higher. Red forces pull it away. The score in the middle is what all of them add up to.
Click a force to ignore it and watch the score respond. Click again to bring it back.
Forces and their sizes are a combination of real measurements, used here to show the principle only.Everyone talks to everyone.
Your employees talk to customers. Customers talk to investors. Journalists talk to all of them, through some twenty channels or more. It is one network, and what happens travels fast, good or bad. You need to know now and that there are no walls preventing contagion.
Marketing, communications, HR and sales each see their own corner of it. Pick a department below: its stakeholders highlight and watch the pulses crossing the boundary soon. An ad, a news story, a layoff never stays in one corner. One world needs one compass that holds all.
How events and channels cause changes in behaviour.
The theoretical model.
The map of how opinions form. Macro issues, trends, events and channels shape what people believe about you. Beliefs form your reputation and the value of your resources. Those evaluations drive what people do: buy, apply, recommend.
Without the map, a number moves and nobody knows which link moved it. With the map, every measurement has a place and a route to behaviour.
Click any cell to see the nine items behind it.
What moves people.
And why does it matter?
Why listen at all.
What you see: a short black-and-white film on the reason a firm listens to its stakeholders in the first place.
Why we show it: everything else on this site rests on this. Customers, employees, investors and the public decide what a firm may do and what it is worth.
What you learn: listening is not a courtesy. It is how a firm finds out what will happen to it next.
The causal system.
The causal model.
The engine that turns daily interviews into causal coefficients: which force moved behaviour, and by how much.
Correlation shows who changed. Only a cause shows what changed them, and a cause is what you can act on.
Each respondent who saw an event is matched to a twin who did not; the difference is the effect. All forces are estimated together, tested with eight controls, re-estimated at every structural break, and only what survives is published.
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