MAP Software

How Software is Used to Anticipate Performance

MAP predictive software is applying the latest developments in neuroscience to explore "emotional intelligence" and "fast judgment" in an approach as enjoyable as it is revealing.

Throughout, the focus is on the powers of future performance.

We do not examine the "personalities' of business leaders. We look deeper and wider--focusing on team interacitons. This is a capability not shared by the "behavioral" or "industrial psychology" or "IQ" tools commonly used within the executive search and HR sectors. It applies best to the future performance of groups.

  • In any of a dozen languages, the technique illuminates the user's preferred responses to different types of information as presented in a series of simple 15-to-90-second activities.
  • The procedures measure overall response times to elicit a first reaction. There are no "good" or "bad" findings. All results depend on the business operations, strategy, and expectations being analyzed. We discover how participants create, solve, decide, collaborate, and much else--the array of "deep smarts" (according to Harvard Business Review) essential to rational constructive performance.

Consider Decision-Making

There are roles, for example, which require an executive to consistently make rapid decisions with minimal information. In other situations, that ability might be regarded as precipitous—and a talent for methodical, systematic decision-making might be more effective. Findings serve to reveal an executive’s strongest approach in different circumstances, and how adept he or she is in combining speed and deliberation.

More than individual strengths and thinking processes are weighed. The distinct stregths and weaknesses within business units or global offices can be contrasted. Where might entrepreneurial performance, for instance, be concentrated, or the "high potentials" grouped? Why? And how to leverage?

Quantitative Findings - An Example


Consider how MAP simulations illuminate just one realm of specific talent--in this instance the ability to manage unstructured problems, and to apply different perspectives to solve them rapidly. Below are charts for a large financial services corporation: MAP was asked to focus on key executive teams located in several nations. In applying MAP simulations, we measured on a scale of 1 to 9, with 5 being the ideal result. Very high scores are likely to indicate inflexibility. Low scores indicate a tendency to be diverted.
Results for this enterprise identified "agility" as one factor to be improved. (We also examined five other success factors.)

  • Country A's leadership teams tend toward the status quo in facing unstructured problems, relying on experience.
  • The Country B cadre would hesitate to go out on a limb at all.

Once these characteristic patterns have been identified (amid others), MAP consultants build on the overall findings to help put together highly innovative and flexible leadership teams.