The ideal fantasy business structure is that it’s some form of a pyramid: power dynamics are pretty straightforward; leaders have a decent sense of what’s going on across the company; management can quickly take care of problems as they arise.

Unfortunately, reality is far messier: power dynamics are generally deeply unclear; leaders are often totally in the dark about core problems; finding solutions can be a challenge and implementing them sometimes a seeming impossibility.  If you’re a company that invests in, merges with, or buys other companies – VC, private equity, biotech, pharma, film and TV studios, many new media and internet companies – these problems are only compounded to the point that the most brilliant investment can be wiped out solely due to the negative interplay of the people involved.  The good news is that that this is a problem with a solution.

Social Intelligence Strategizing (SIS), the core tool of SLI Advisors, analyzes businesses through the lens of their social interactions and provides solutions for how to prevent the “soft” interpersonal problems from devouring, like acid eating through metal or water forming the Grand Canyon, the “hard” bottom line.  SIS is of particular relevance to corporate boards and to industries such as venture capital, biotech, pharma, and entertainment where disparate groups and individuals with their equally disparate intentions need to be pulled together into a functional and profitable alliance.

Put a different way, running a business at all is risky enough; if it’s going to fail, let it be because it was simply a gamble that didn’t pay off and not because the social mix submarined it without the leaders even knowing it was happening and being given a chance to do something about it.