Our story.
Our journey started with the belief that technology should serve humanity.
Our journey started centering around humans. We have always believed that people are the most important part— of teams, companies, and society.
As we saw AI grow exponentially, we realized that this was the critical time. To build product right, to define guardrails, and to set industry standards for how the technology was going to be used.
We’ve always been optimistic about and an advocate for AI. The new products, platforms, and companies being built will undoubtably provide immeasurable value and change to the world we live in.
But we also saw the risk of people and organizations getting left behind. We saw a glaring gap in the human side of the business. As AI increases productivity and efficiency, companies and leaders have to fundamentally rethink how workflows, roles, and teams are designed.
The next evolution of businesses should value what actually matters.
Companies must truly evolve alongside the technology it uses and reflect the people it serves.
This led to the realization that companies should become and operate as living entities. They have to adapt, flex, and evolve to remain competitive.
Today, we’re operating with outdated playbooks, those built in the Industrial Revolution. They prioritize output, efficiency, and productivity. That served its purpose then, but times have changed. Our playbooks should too.
Companies should track, measure, value, and reward the things that truly matter in today’s age. Things that set humans apart from machines. Things like adaptability, resilience, connection, and creativity.
It won’t happen overnight. We don’t have to go from zero to one hundred. But we do need to start. It’s our goal to start the conversations and dialogue with one another. To connect people, organizations, and teams to create common ground and alignment.
Our competitive advantage is to do what machines cannot replicate: Creativity, our ability to imagine.
We don’t actually know a lot of about creativity. Nor do we have measurements frameworks in place. And if we can’t measure it, we can’t optimize it. And we can’t build systems to amplify it.
That’s what we’re doing. We’re building the science of organizational creativity. So that we can show crativity as a driver of business outcome, success, and profitability.
We’re doing this because we believe that the companies that win will have the systems that measure and amplify human potential, at scale. Twenty years from now, creativity metrics will be as standard as measuring revenue.
This is a fundamental shift in how we understand value. The opportunities are endless and we want to do it responsibly, intentionally, and thoughtfully. This is just the beginning.