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All documents are encrypted with AES-256-GCM at rest and TLS 1.2+ in transit. A GDPR anonymization layer removes PII before any AI processing. Hosted on Vercel + Supabase (both SOC 2 Type II); Decision Intel’s own product-level audit is targeted for Q4 2026.

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 Xerox's collapse?

5 bias patterns are documented in this case, led by Status Quo Bias. The full set: Status Quo Bias, Anchoring Bias, Loss Aversion, Framing Effect, Confirmation Bias. 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

Catastrophic failureTechnology1979

Xerox

Xerox PARC Fails to Commercialize the GUI

Estimated impact: $100B+ in unrealized value (personal computing market)

F14

Decision Quality Index (simulated)

Critical · 5 biases detected, 2 toxic combinations

Xerox PARC invented the graphical user interface, the mouse, Ethernet, and laser printing in the 1970s. Despite having working prototypes, Xerox leadership failed to commercialize these inventions, viewing them as irrelevant to the copier business. Steve Jobs visited PARC in 1979 and recognized the GUI's potential; Apple launched the Macintosh in 1984. Xerox's failure to capitalize on its own R&D is widely considered the greatest missed commercialization opportunity in technology history.

Decision context

Whether to invest in commercializing the Alto computer and graphical user interface technology developed at PARC, or continue focusing exclusively on the copier and document business.

Decision anatomy

Monetary stakes

Very high

Dissent suppressed

Time pressure

None

Unanimous consensus

Yes

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

Anchoring Bias

high

Loss Aversion

medium

Framing Effect

medium

Confirmation Bias

high

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

3D Decision Knowledge Graph

Xerox · 5 biases, 2 toxic combinations

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.

!Sunk Ship

Commitment to a failing course escalates to justify sunk costs, even as evidence mounts.

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

Inventing breakthrough technology is necessary but not sufficient — the organizational willingness to disrupt its own business model is the critical success factor.
When leadership anchors to existing revenue streams, it creates a framing effect where revolutionary technology is evaluated only through the lens of the current business.
Separating R&D from commercialization without a bridge mechanism guarantees that innovations will be exploited by competitors.

Source: Michael A. Hiltzik, "Dealers of Lightning: Xerox PARC and the Dawn of the Computer Age" (1999); Douglas K. Smith and Robert C. Alexander, "Fumbling the Future" (1988) (Academic Paper)

Pilot slots available

We caught these patterns in Xerox's own record — before the outcome.

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Workflows that fire on decisions like Xerox’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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For any high-stakes decision, before commitment

Decision pre-mortem

Run a structured pre-mortem before the decision is final — surface failure modes the room cannot see from the inside.

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Audit a board deck before the presentation — predict the toughest questions the room will ask.

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Nokia Smartphone Market Collapse

Lessons learned

Inventing breakthrough technology is necessary but not sufficient — the organizational willingness to disrupt its own business model is the critical success factor.

When leadership anchors to existing revenue streams, it creates a framing effect where revolutionary technology is evaluated only through the lens of the current business.

Separating R&D from commercialization without a bridge mechanism guarantees that innovations will be exploited by competitors.