Desirability, Viability, Feasibility
Transforming Your Data into Wisdom
Market insights look beyond data and opinion for their true innovative impact. While no one can predict the exact contours of what the marketplace will be post-pandemic, we can already expect that things won't return to the way they once were. Leadership needs to monitor trends and indicators, make important changes to their digitalization and people strategies, commit to keystone decisions in strategy and investment, while building agility into their teams for a world yet to be defined.
At CGR, we believe that data in a vacuum is a set of numeric values and opinion is little more than one snapshot in time — only an organic process can synthesize these facets into an actionable outcome. The opportunities found in creating market value are limitless for an organization that combines consumer response with quantitative research.
Traditionally, market insights are often confused with data analytics or anecdotal snapshots — which is precisely why we've focused on the discovery of relevant, actionable and innovative stratgies that are built upon core relationships and the critical dimensions which drive them.
Dimension Analysis
These relationship-driven opportunities separate valuable insights from the vulnerabilities that expose entire industries to future disruption.
Securing a Sustainable Energy Future for Everyone
Waste to EnergyThe clean energy transition is accelerating in every region, driven by a combination of environmental policy reforms, technological change, congested supply chains and inflationary economics. According to the International Energy Agency, investment exceeded USD$1.4 trillion in 2022, accounting for nearly 70% of year-on-year growth, up from USD$1 trillion in 2015. However, achieving global net zero emissions of CO2 by 2050 will require more than large infrastructure projects.
A New World for Seafood Logistics and Food Security
Indoor AquacultureIn what was the largest survey of its kind in 2020, with over 20,000 consumers across 23 countries, GlobeScan revealed that 6 out of 10 shoppers (58%) had already made serious changes to the way they had bought seafood over the previous year — in order to protect oceans. These consumers had reached an inflection point, but deeper concerns about food security and seafood quality are pushing the indoor industry toward better systems and processes for a sustainable future.
Water resiliency is a Level One priority for every industry
Water and WasteAccording to the World Bank's 2017 Unchartered Waters report, 60% of today's global population is living in a state of nearly-permanent water stress. There's no simple method or technology solution, there is no single answer and every strategy is relevant, because it affects every living system. Simply put: our business as usual relationship to water hasn't led to any meaningful advances in sustainable, healthy or resilient pathways — and the consequences of inaction are no longer avoidable.
Global uncertainty is shaping the future, don't be left behind
Business PlanningThis much we do know: transformation and innovation emerge from adversity. However, the world finds itself awash in credit risk while early trends indicate a darkening outlook as perceptions about local economies have shifted. Add the potential for natural disasters, geopolitical conflicts, climate risk, cyberattacks and resource shortages — and it clearly underscores why business must have a clearer, deeper understanding of the frictions and tensions around the corner.
New Technology
New mobility and clean-tech solutions appear primed to dominate this arena for decades to come.
Investor Relations
This is a seminal phase for impact investors forging new coalitions to recalibrate and collaborate.
Supply Chains
Inflationary economics have altered consumer behaviors and it's a perfect storm for logistics and networks.
Risk Management
Traditional assessment methods may not be enough to evaluate exposure for your key suppliers.
Innovation Spotlight
When is it time to invest in new ideas and technologies during an age of disruption.
Desirability
Let's begin with the human factors. What's the unique value proposition for this product or service? Does market intelligence support direct investment and can we sell it to customers?
Viability
Now let's test long-term sustainability. Can we develop a resilient process and what must be established for this sales chain to work? What are the costs, and how do we pay for it?
Feasibility
And analyze your operational strengths. Do you have the core technology to deliver reliably? Does your project team have the necessary expertise to make it succesful long-term?
Connecting technology to the everyday needs of people.
Business today is so consumed with technology decisions and forecasts of their impact on operations, return on investment and overall customer satisfaction — and rightly so. The good news is that there is no single way to deliver innovations to market, but there are clear reasons why many companies fail to meet their targets and often these set-backs could have been detected much sooner.
Too often, project teams don't have visibility into all three functional areas, and that's where early fissures become major cracks in the foundation.
Our goal at CGR is to provide levels of context, contour and collaboration to these decisions. Desirability questions whether your innovation is solving the right customer problem. Feasibility determines whether your innovation supports existing operational strengths. Viability assesses the long-term sustainability of the experience you deliver. In practice, your organization gains a clear insight on the efficacy of the top-line initiative, your financial service partners get a return on their investment and the business doesn't suffer from the same sunk-cost fallacy that could keep an innovation alive past its expiration date.
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