As consumers learn to use these forecasts as part of their own analysis and decision-making, we've been thinking through how we can make sure they see a complete picture - not just the one represented by the graph visualization that tracks the consensus, but why that consensus may be wrong. We want the consumer to always question their assumptions and question the consensus.
Questioning the assumptions and probabilities of the consensus is a simple best practice of forecasting. Do I currently agree with the prevailing winds, or do I predict something different will occur? We've recently introduced the "contrarian sort..."
Many of our clients find that going through the process of making forecasts and "practicing" improves their "off-platform" decisions. That's why we're starting a new blog series about applying forecasting principles to other areas of life and work.
We’re excited to announce the launch of a beta version of a new forecasting capability on the Cultivate platform we’re calling “multi-time period questions.” This new type of forecasting input now gives us the ability to collect several points of input from the forecaster all at once.
For a long time we've had a rudimentary reminder system a user can set after they make a forecast. But now, we've introduced a more intelligent "nudging" system to ensure a larger percentage of forecasters are updating their forecasts on a regular basis.
Schedule chicken is when someone is personally behind on their work, but doesn't say anything because they think someone else will, and take the heat for it, thus protecting their own ass. This apparently goes on at Apple, and is completely absurd. There's another way.
We're excited to announce the availability of a new product, Flashcast. Flashcast is an entirely new way to interact with your audience. Ask them to make predictions about a related topic and watch the results, live.
Cultivate Labs and two of our clients, AstraZeneca and the Canadian Nuclear Labs, were featured earlier this week in The Wall Street Journal's, "Companies Turn to Internal Crowdsourcing to Pick Best New Ideas."
If you’re leading a large team that’s globally dispersed, you understand the challenge to create an innovative culture that can span physical boundaries. Here are 3 lessons from one Fortune 100 client running an innovation campaign across multiple countries that's exceeded expectations in countries including Japan.
As I was scrolling through news this morning, I noticed a headline: Energizer’s 18,000mAh phone-battery monster is an Indiegogo flop. Checking other headlines about this, the news and commentary were equally brutal.