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Big & Clear 1

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Table of Contents 2

Introductory Details Of Our How We Do What
Message Venture Services We Do

SECTION ONE SECTION TWO SECTION THREE SECTION FOUR

Reports & KPIs Data Analysis & Locations Of Thank you!
Maps Interest
SECTION FIVE SECTION EIGHT
SECTVION SIX SECTION SEVEN

3

Introductory Message

BIG & CLEAR

Here’s the brutal truth: It If your mission-critical systems are digital and
doesn’t matter how much connected in some form or fashion to the
your organization spends internet (even if you think they aren’t, it’s
highly likely they are), they can never be
on... made fully safe. Period.

4

Details Of Venture

This matters because digital, connected systems now permeate virtually every sector of the U.S. economy, and the sophistication and
activity of adversaries — most notably nation-states, criminal syndicates,..

5

BIG & CLEAR

Our Business
Philosophy and
Excellence have
Brought us here

In many of the most notorious incidents of
recent years, the breached companies

thought they had strong cyber defenses.

WRITE HERE

Our Mission and 6
Vision
Mission
LEARN MORE
Giving performance feedback is one of the most common ways managers
help their subordinates learn and improve. Yet, research revealed that
feedback could actually hurt performance: More than 20 years ago, one
of us...

Vision

This happened with both positive and negative feedback, mostly when
the feedback threatened how people saw themselves.

7

Our Company’s Values

Refers to a good or service being.

One reason that giving feedback (even when it’s positive) often backfires is because it signals that the boss is in charge and the boss is
judgmental. This can make employees stressed and defensive, which makes it harder for them to see another person’s perspective.

Write your goal here

One reason that giving feedback (even when it’s positive) often backfires is because it signals that the boss is in charge and the boss is
judgmental. This can make employees stressed and defensive, which makes it harder for them to see another person’s perspective.

We aim to become the best company in the world

One reason that giving feedback (even when it’s positive) often backfires is because it signals that the boss is in charge and the boss is
judgmental. This can make employees stressed and defensive, which makes it harder for them to see another person’s perspective.

8

Our Business Model

One reason that giving feedback (even when it’s positive) often One reason that giving feedback (even when it’s positive) often
backfires is because it signals that the boss is in charge and the backfires is because it signals that the boss is in charge and the
boss is judgmental. boss is judgmental.

Idea Strategy Production Distribution

9

BIG & CLEAR

A New Perspective
Toward the Future

We wanted to explore whether a more
subtle intervention, namely asking

questions and listening, could prevent
these consequences.

10

The Strategy

We found that speakers paired with good listeners (versus those paired with distracted listeners) felt less anxious,
more self-aware, and reported higher clarity about their attitudes on the topics.

Alternative One You Can Write Here

In another paper we found that speakers In another paper we found that speakers
who conversed with a good listener who conversed with a good listener
reported... reported...

After the First Step Vision + Goals

In another paper we found that speakers In another paper we found that speakers
who conversed with a good listener who conversed with a good listener
reported... reported...

11

INSPIRATIONAL QUOTE GOES HERE

“Stop chasing the money and start
chasing the passion.”
—Tony Hsieh

12

Our Timeline

After the conversation, we asked the speakers to indicate separately the extent to which
they thought they were suitable for becoming managers.

2010 2012 2017 2023

After the conversation, we After the conversation, we After the conversation, we After the conversation, we
asked the speakers to asked the speakers to asked the speakers to asked the speakers to
indicate separately the indicate separately the indicate separately the indicate separately the
extent... extent... extent... extent...

13

Customer Testimonials

JOHN RIVALDI MARC JEFFERSON STEVE HILL

Refers to a good or service Refers to a good or service Refers to a good or service
being offered by a being offered by a being offered by a
company. Ideally, a company. Ideally, a company. Ideally, a
product. product. product.

After the conversation, we asked After the conversation, we asked After the conversation, we asked
the speakers to indicate separately the speakers to indicate separately the speakers to indicate separately

the extent... the extent... the extent...

14

S.W.O.T. Analysis

We replicated all of our lab findings. Namely, employees who participated in the listening circles reported lower social anxiety, higher
attitude complexity, and lower attitude extremity regarding various work-related topics

Our Strengths Our Weaknesses Our Opportunities Our Threats

After the conversation, After the conversation, After the conversation, After the conversation,
we asked the speakers we asked the speakers we asked the speakers we asked the speakers
to indicate separately to indicate... to indicate separately to indicate separately
the extent... the extent... the extent...

BIG & CLEAR 15

Describing the What’s the Main
Problem Problem?

Organizations need to be continually on the lookout for Marketers must link the price to the real and
new market developments and competitive threats... perceived value of the product, but they also

WRITE HERE

16

How to Discover the Problem?

Listeners shape conversations by asking questions that benefit the speaker. Good listening requires being thoughtful about what the
speaker needs help with most and crafting a question that would lead the...

What are the Organizations need to be continually on the lookout for new market
signals to discover developments and competitive threats, identifying essential experts
and nimbly forming and disbanding teams to help tackle those issues
the problem? quickly.

However, these cross-functional groups often bump up against
misaligned incentives, hierarchical decision-making, and cultural
rigidities, causing progress to stall or action to not be taken at all.

17

Step One To Discover the

1 Problem.
The role of the listener is to help the speaker draw up a solution themselves. Therefore, when listening to
a fellow colleague or subordinate, refrain from suggesting solutions.

The role of the listener is to help the speaker draw up a solution themselves. Therefore, when listening to a fellow colleague or subordinate, refrain from suggesting solutions.

Step Two: Detect the Step Three: Big & Clear

2 Symptoms 3 The role of the listener is to help
The role of the listener is to help
the speaker draw up a solution the speaker draw up a solution
themselves. themselves.

18

The Solution

Part of the issue is how organizations view the human aspect of the closing
date, which is usually treated as the end of the transaction, when it’s really

just the start of change.

The goal of business executives is Place decisions outline where

Before you ask a question, ask yourself, “is this question intended Leaders in the M&A environment are managing an organization that
to benefit the speaker or satisfy my curiosity?” Of course, there is hasn’t existed before. Their people are no longer part of the
room for both. organization they joined. Their sense of normal is disrupted.

Place decisions outline where The goal of business executives is

In response, they may choose to hold on to the past and what’s And, the merger or acquisition won’t be the last change they are
comfortable or feel a bit disoriented as they search for their place in facing. CEB reports that the average organization has undergone
the new company. In the midst of the disruption, new challenges five enterprise-wide changes in the past three years...
and opportunities...

19

Our Common Services

Duplicate Analytics Copying Photography

General insight of the General insight of the General insight of the General insight of the
product line product line product line product line

20

Duplicate Analytics Presentations Graphic Design

General insight of the General insight of the General insight of the General insight of the
product line product line product line product line

Our Common Services

Give 100% of your attention, or do not listen. Put aside your smartphone, iPad, or laptop, and look
at the speaker, even if they do not look back at you.

21

We Create
High-Quality Products

Change-agile leaders demonstrate five integrated
behaviors that, together, create a competitive
advantage for the organization.