From its inception in 1996 the mission of Collective Intelligence has been to collaborate with clients in making a working asset of knowledge earned by experience.

Collective Intelligence is not one product but a methodology for mining the knowledge that can only be acquired by experience. There is what one client called "a ferocious rigor" in CI's approach. Top-tier organizations around the world have put that rigor to work in ingenious debriefs, website development and scenario-building exercises. Click on the text links below to learn more about our capabilities.

Most large consulting firms pursue some system of engagement debriefs. Their intention is to capture lessons learned from work done for clients in a way that enables others inside their firms to accelerate their climb up learning curves. But too typically the format of these debriefs is so time-consuming and complex that adding to the store of knowledge loses out to the tyranny of billable hours by which partners live and die. Solution?

A major international aid organization wished to transform itself from a traditional dispenser of funds into an active partner of local development agencies in creating permanent social change. To do it the organization first needed to elaborate its own best practice in economic development. Making the case for change depended on it. Solution?

Foreign affairs agencies of the US federal government saw a need to devise a shared set of strategic touchstones to align their missions in the years to come. Before that could happen agencies holding quite different portfolios needed a common understanding of the uncertainties likely to confront America in the next two decades. Solution?

A top-five international recruiter realized there was competitive advantage for its core business in creating an internal knowledge-management function. But what should it look like? More to the point, how should it pay for itself? Solution?

A financial-services startup engaged CI to collaborate in developing the design and content of its first website. But in trying to answer an obvious question—"What business do you think you're in?"—it emerged that the partnership team was in disagreement about crucial aspects of their business offering. Solution?

Private-equity and venture-capital firms compete for investments on more than their ability to provide capital. They win deals on their reputations for nurturing the companies they invest in. But with portfolio managers spread thin among multiple investments they have little time to develop—much less apply—a coherent expression of why their firm stands out. Solution?

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