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How long does integration take?

Less than 30 minutes. Upload documents directly, connect via OAuth for Slack, or use our REST API for bulk processing.

How does outcome tracking work?

Outcomes are detected automatically from follow-up documents, Slack messages, and web intelligence. You confirm with one click. Each reported outcome makes your future analyses more accurate.

How is Decision Intel different from ChatGPT or a general AI assistant?

ChatGPT gives one opinion from one model: ungoverned, untraceable, unaudited. Decision Intel is the reasoning audit platform. Most tools audit your data; we audit your reasoning — and catch the fatal blind spots in strategic memos before the committee does. It measures the noise in your reasoning the same way Kahneman did in the insurance underwriter study, simulates an AI boardroom of CEO, CFO, and board personas, runs what-if interventions against a 143-case public reference library, and compounds every confirmed outcome back into a calibrated Decision Quality Index your audit committee can defend. Not a chatbot; a reasoning audit, checkable from memo to outcome.

Which cognitive biases caused Johnson & Johnson's failure?

5 bias patterns are documented in this case, led by Status Quo Bias. The full set: Status Quo Bias, Confirmation Bias, Loss Aversion, Selective Perception, Cognitive Misering. Each is mapped to Decision Intel's 22-bias R²F taxonomy with stable IDs and academic citations.

What is Decision Intel's reasoning audit?

Decision Intel runs a 12-node Recognition-Rigor Framework (R²F) pipeline on strategic memos, detecting cognitive biases from a 22-bias canonical taxonomy and producing a Decision Quality Index (DQI) score. The audit produces a hashed, tamper-evident Decision Provenance Record (DPR) suitable for audit-committee review.

All case studies

FailureHealthcare1970

Johnson & Johnson

Johnson & Johnson Talc Powder Litigation

Estimated impact: $3.9B

F33

Decision Quality Index (simulated)

Critical · 5 biases detected, 1 toxic combinations

J&J faced tens of thousands of lawsuits alleging its talcum powder products contained asbestos and caused ovarian cancer. Internal documents revealed the company was aware of potential contamination as early as the 1970s but chose to maintain the product line rather than switch to corn starch alternatives.

Decision context

Whether to reformulate or discontinue talc-based baby powder products after internal testing detected trace asbestos contamination and epidemiological studies suggested cancer risk.

Decision anatomy

Monetary stakes

High

Dissent suppressed

Time pressure

None

Unanimous consensus

Decision participants

Dissent encouraged

External advisors

Iterative process

Red = risk factor present · Green = protective factor present

Deep hindsight-stripped analysis coming soon. This case is part of our ongoing backfill to reconstruct what the platform would have flagged at decision time. The summary and bias profile below are drawn from primary sources.

Biases present in the decision

★Status Quo Bias

critical

Confirmation Bias

high

Loss Aversion

medium

Selective Perception

medium

Cognitive Misering

medium

★ Primary driver · Severity estimated from bias type and decision outcome

3D Decision Knowledge Graph

Johnson & Johnson · 5 biases, 1 toxic combination

Drag to rotate · Scroll to zoom · Click to explore

Decision

Critical

High

Medium

Toxic

Bias Intensity Profile

Severity × confidence across 5 detected biases

Toxic combinations

!Status Quo Lock

Loss aversion combined with status quo bias makes even clearly beneficial change feel impossible.

Reference class base rates

Across all 143 curated case studies in our library:

89%

base failure rate

-0%

partial / mixed

11%

base success rate

■ Failure■ Partial■ Success

Lessons learned

Status quo bias in legacy product lines can persist for decades when reformulation costs seem to outweigh uncertain litigation risk.
Confirmation bias in internal safety reviews leads to dismissing unfavorable findings rather than acting on precautionary principles.
Loss aversion around an iconic product brand can override scientific evidence and basic consumer safety obligations.

Source: Reuters investigation, "Johnson & Johnson Knew for Decades that Asbestos Lurked in Its Baby Powder" (2018) (News Investigation)

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Workflows that fire on decisions like Johnson & Johnson’s

The same Recognition-Rigor Framework that documents this case audits memos in the same shape — before the outcome forces the lesson.

For CSOs and Heads of Strategic Planning

Strategic memo audit

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Related cases in Healthcare

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Deutsche Bank

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Catastrophic failure2010

DePuy Orthopaedics (Johnson & Johnson)

DePuy ASR Hip Implant Recall

Catastrophic failure1975

Eastman Kodak

Kodak Digital Camera Decision

Catastrophic failure2007

Nokia

Nokia Smartphone Market Collapse

Lessons learned

Status quo bias in legacy product lines can persist for decades when reformulation costs seem to outweigh uncertain litigation risk.

Confirmation bias in internal safety reviews leads to dismissing unfavorable findings rather than acting on precautionary principles.

Loss aversion around an iconic product brand can override scientific evidence and basic consumer safety obligations.