Introduction

So, good evening everyone. I'm Federico speaking from Cogniquity. We are actually based in London and

well, I'm going to ask you a question. What problem are you trying to solve?

Well, it sounds like an obvious question. It isn't.

The Question That Changes Everything

Tonight I will show you why the smartest organization in the world, with the best advisor also lose orders or money to value because they treat this kind of question as obvious I will tell you three stories I will show you

Three Stories, One Pattern

now one with a big company like a big brand the second one in a small medium enterprise in Italy the third one is a professional a professionist they are true they are from the last two years so actually is something that we are working confidentially and yeah the confidential is the baseline of

Story 1: When “Right Price” Is the Wrong Question

condition of what we do but let's start with the first one okay the first one is an international brand it's in the world sport almost 10 000 affiliates in more than 60 countries and the sales process opened for over 12 months it was run by three different advisors and it wouldn't close

The diagnosis everyone converged was the same. The market wasn't ready. And the question that was in this kind of room was, what's the right price? Well, it was the same question and no useful answer.

The market wasn't ready. They had to wait. All the people coming into the data room, of course, they converged into this kind of question.

Reframing From Price to Buyer Category

Well, one day someone asked a different one question, not what's the right price, so changing the question, are we sure we are looking for the right buyer? Well, it sounds like nuance, but it isn't.

Move the question from price to category, they discovered something really uncomfortable That asset wouldn't sell to a finance buyer. Not because of the price, but because of the structure.

The brand's value rested on the trust of the global community. And the real community doesn't trust the funds. Not out of prejudice, out of experience.

Well, the solution on scene was about really faster. because it was stuck for a year and moved in three weeks so it was a problem of governance not in finance same question different scale as I told you

Story 2: Operational Inefficiency or Structural Mismatch?

before small -minimum enterprise same pattern about 20 people a product that won international awards and the problem nearly a third of production capacity lost every single day so the question they bring to me was how do we go to

operational inefficiency, inefficience, sorry, today was really stuck with three different languages.

Well, it was right question, but wrong problem.

Because the product had grown, the brand had grown, but the internal machine was still the old one, built for sales, while the business had become something else.

Changing the people wouldn't change the structure. infrastructure. It was the structure producing the outcome, all in all.

Sequence That Works: Process, Infrastructure, Then AI

Here is the part that concerns you tonight. As you can see here, the sequence that works in one was first the process, so we have to remove the friction, then build the infrastructure, the part of the data, then, only then, the AI.

Removing the friction and building the infrastructure as something with AI that can produce engineering intelligence, strategic intelligence.

Story 3: Time Management as a Cognitive Architecture Problem

Same question about opposite scale because it's a professionalist.

So I know him about five years. And he's a professional with exceptional relation capital. He close really major deal on his own, the kind of many structure companies only dream of.

He comes with me with a question. He called me Korad because it's my surname.

How do I manage my time better? Well, it's a fair question, right answer, but wrong problem.

He didn't have time, the problem. He had an architecture problem.

He was using his own brain as an hard drive to keep dozens of threads, open deadline follow -ups, and the brain, when you use it as a storage, stops working as a processor.

So his relation capital wasn't being invested. The solution wasn't to work better. It was to take the cognitive load off and put it back where it belonged.

From Stories to Solution: What We Build

So actually today here we get about DEI.

This is the platform that we built. I don't know if you can see. Yeah, we have two different build platform and this is for us, and this is for the B2C.

Okay, something my mom doesn't like too much in graphic, but I will later edit.

Why “Thin Layers” Aren’t the Hard Part

Well, a lot of companies today are doing thin layers on top of a model that someone else trained.

Well, the hard part isn't the interface. The hard part is the same for all of the three stories.

It's figuring out what the problem actually is before you build anything on top of it.

AI, done right, isn't the tool we use to give you the answer. It's the tool you build together to help you ask the right question.

Conclusion: Structure First, Tools Second

Well, three stories, three different different category, but the same exact pattern.

The answer that we were chasing was real, but it pointed in the wrong direction. The answer wasn't missing. The question was.

The visible problem is generated by an invisible structure. This is something what Coniquity does.

We work inside the rooms where important things get decided, and we help the people suspend the current question long enough to see whether there is the better one we don't replace anyone judgment of course before the answer become an investment you can go back and we stay on it until the system works with us

with AI or without it structure first tool and second so the thing is I will close the way up and as i open what's the problem are you trying to solve thank you i don't know if there is any question