As the organization matured, the real asset became the decision system itself. Good outcomes were repeatable when thinking was explicit, recorded, and improved.
I pushed for radical honesty about strengths and weaknesses, because pretending costs too much over time. If you can’t name what you’re good at and bad at, you can’t design around it.
Tools and data helped, but the core was human: people willing to argue openly, accept feedback, and change their minds. When that became normal, performance improved because errors were caught earlier and learning accelerated.
The “boon” wasn’t a secret market insight. It was an operating method where reality is the referee, and where the organization improves by studying its own mistakes with unusual discipline.