We help clients prepare and respond to paradigm shifts, to chart a practical path to their desired future, and assist them in arriving safely and whole at their chosen destination. We do this by providing research, strategy and communication services. Research establishes context for a client's present and plausible futures. Strategy finds the optimum path to the client's future. Communication causes the strategy to spring to life as coherent action, both inside the client organization and outside for its stakeholders.

Research:
PRI provides research to help clients understand and cope with paradigm shifts in their business-changes that represent either opportunities or threats.

Strategy:
There are two primary categories of forces employed by which organizations move forward strategically: PUSH and PULL. We can push people to achieve or we can light the fire of their desire and imagination to pull them forward. Likewise, we can push our way into a market under the power of ego, or we can try to locate that great sucking sound of future opportunity pulling us towards its source. While both PUSH and PULL forces are needed in practice, our experience demonstrates that "PULL" is by far the more powerful of the two.

The great business paradigm shift in the 20th century from a production-centered economy to a customer-centered economy attests to the strategic power of "PULL." How we use the power of strategic pull in our work for clients is to reverse the traditional approach of using analysis to extrapolate from the present to the future. Our approach is to conceptually sit in the future where there is "pull" and, looking analytically back in time at the present, chart strategic paths and resulting practical actions that can be taken in the present.

Communications:
The most frequent complaint we hear about strategic plans from CEOs is that strategic plans sit on bookshelves gathering dust after they have been written. We believe that this is because little attention has been paid to the important role of communications in implementing a strategic concept-what we call strategic communications. The core problem is that strategic planning is about fundamentally changing an organization. When fundamental change occurs in an organization, chaos ensues because people no longer know what to do. The mission of our strategic communications work is to get both internal and external audiences to shift their perceptions from an old strategy to the organization's new strategy. If perceptions change, then actions will also change.

We create new order out of chaos by the following four steps: (1) identifying new strategic messages for both internal and external audiences, (2) building these messages coherently and consistently into all communication media products of the organization, (3) training all company employees to get on the same page strategically by understanding and being able to deliver these messages, and (4) by repositioning the organization to its external audiences with a focused outreach program.