• We had worked on major £multi-million projects with top global companies, so we knew the Planning processes (concept and detailed)
• From studying Whole Brain Thinking we realised that planning teams needed to engage many different ways of thinking to ensure success and minimise errors
• When we analysed hundreds of media stories of failed Strategies, Plans, Projects, and Innovations, the Thinking Errors became obvious ... to us

For Communications, we had also worked in Marketing and Purchasing, two polar opposite perspectives and ways of thinking. When we studied communications from the customers’ perspective, for example by visiting exhibitions as Buyers, again the Thinking Errors were obvious. Obvious to us, but not to the exhibitors.

We saw that all communications were inherently iffy and there was an unrealised need for a formal Quality Assurance system for Communications of all types. Until we developed AdQA Communications Quality Assurance, there wasn’t a QA system on the market that applied rigorous analytical tests of the likely effectiveness of any type of communications, including selling.

Historically, Quality Assurance people have avoided Marketing, Selling, and Communications due to the creativity requirements of these activities. And the advertising agencies are happy to promote this iffyness and hard-to-measure creativity which deflects the need to justify their work.

We also realised that the entire communications industry was virtually oblivious to the way different people’s brains respond to communications.
Many communications under-perform by up to 50% simply because they’re not designed to cater for people’s different 'preferred' ways of thinking. They risk eliminating half their target audience without even being aware of the problem.

• Most people, and teams, don’t think HOWthey think, and are unaware of the consequences (eg GroupThink and costly Thinking Errors) until it’s too late.
• Many Leaders do not fully appreciate the job of Leadership or the need to flex their Leadership styles. Leadership training is unfocused and highly fragmented.
• All organisations tend to be inward-looking and miss ‘hidden’ opportunities for business improvement. They find it difficult to ‘step outside’ to see their business from the customers’ perspective, especially their communications.