Quanto custa a Priorização Estratégica 2027?

O investimento é definido conforme o escopo e as necessidades da empresa. Após a conversa diagnóstica, apresentamos uma proposta personalizada. Valores mediante orçamento.

Preciso contratar um estudo completo com clientes?

Não necessariamente. Primeiro avaliamos a decisão e as informações já disponíveis. Uma priorização delimitada pode ser suficiente em alguns contextos; o Strategic Prioritization Study é indicado quando a decisão exige investigação mais aprofundada de necessidades com clientes.

O prazo depende do escopo. Quando a decisão exige pesquisa com clientes e leitura executiva, a referência apresentada para esse trabalho é de 3 a 6 semanas, conforme a disponibilidade dos participantes. Não é um prazo padrão de todo serviço.

Strategic Planning Assessment 2027

Não necessariamente. Se a empresa já possui estratégia e planejamento, podemos revisar prioridades existentes sem substituí-los. Quando necessário, a investigação também pode fundamentar um novo ciclo estratégico.

Já temos OKRs. Faz sentido?

Sim. Os OKRs ajudam a desdobrar e acompanhar a execução. A priorização examina quais escolhas devem orientar esse esforço, aproveitando o que já funciona na empresa.

Minha base de clientes é pequena. Podemos participar?

A adequação da amostra depende da quantidade de clientes, da diversidade dos perfis e do tipo de decisão. Avaliamos a viabilidade durante a conversa diagnóstica, sem prometer uma representatividade que a base não permita.

Minha equipe precisa operar a metodologia?

Depende do escopo. O Institute conduz a investigação acordada com a equipe envolvida; a liderança participa das decisões e valida os encaminhamentos. Não é necessário implantar uma nova operação metodológica para a conversa inicial.

Como os dados dos clientes são tratados?

As informações são tratadas sob contrato e acordo de confidencialidade (NDA), com cuidados específicos para os dados da empresa e de seus clientes.

O que acontece depois de enviar o formulário?

Recebemos o contexto da sua decisão e entramos em contato para entender alternativas, responsáveis e prazo. Se houver aderência, definimos o escopo de investigação e apresentamos uma proposta. O envio não implica contratação nem inscrição automática na newsletter.

Strategic Planning 2027 • Strategic Prioritization

Does your company have more strategic priorities than resources for 2027?

The challenge is deciding what still deserves resources. Before finalizing the 2027 plan and budget, consider what to preserve, fund, reassess or remove from the agenda.

I want to assess our 2027 priorities A conversation about your decision, with no obligation to contract.

“Nem a execução perfeita corrige uma prioridade errada.”

500+ empresas assessoradas250+ aplicações Need-Based conduzidas por George

Prioritization experience

500+Companies served by George Eich
650+Startups mentored through Startup SC
60+Startups supported through Cubo Itaú

Companies served by George Eich

Techne
Climoo
PSA
Ambev
Evous
Locates

Institutions and startup programs

Sebrae
ACATE
MIDITEC
Cubo Itaú
Startup SC

When everything is a priority, resources cannot support every choice.

Plans, requests and initiatives compete for the same budget and capacity. Without explicit trade-offs, a company may deliver a lot while committing capital, time and margin to less relevant initiatives.

Iniciativas demais

A agenda cresce, mas poucas escolhas saem dela.

Insufficient resources

Approved priorities exceed the available budget.

Pressure to change

Requests from different departments compete for the next investment.

Trade-offs deferred

É mais fácil incluir um projeto do que retirar outro.

Which decisions do you need to sustain in 2027?

The aim is not to add more projects to your strategic plan. It is to compare alternatives and determine what deserves resources, considering relevant customer needs, available capacity and the potential to create and capture value.

Preservar

Protect the priorities that sustain value in the current business.

Financiar

Choose initiatives that justify competing for budget and capacity.

Revisar ou validar

Examine alternatives that still need evidence or a change of direction.

Adiar ou interromper

Identify what does not justify new commitments right now.

The analysis supports leadership decisions. Scope, sample and deliverables depend on the challenge and are defined in a proposal.

What is competing for resources in your company?

Choose the topic closest to your situation to include that context in the form. The conversation focuses on a real decision rather than a generic package.

01Budget and investmentsO que financiar, preservar ou rever 02Portfólio de negóciosO que manter, ampliar ou retirar 03Roadmap and productWhich requests deserve capacity 04Artificial intelligenceWhich initiatives justify investment 05InnovationWhat to validate before scaling 06Strategy and planningWhich priorities still make sense

Does your situation not fit any of these topics? Describe the context of your decision in the form.

STRATEGIC PRIORITIZATION 2027

Primeiro, a decisão. Then investigate the evidence needed to support it.

O Institute começa entendendo which alternatives are competing for resources. Some decisions can be addressed through focused prioritization; others require the Strategic Prioritization Study, with investigation of customer needs and executive analysis. Scope is defined after the conversation, without requiring the company to rebuild an existing strategic plan.

Quero discutir minha decisão

EVIDENCE THAT CAN SUPPORT THE DECISIONApplied according to scope and available data

Amplitude

% of customers

The proportion of the researched customer base that has or prioritizes the need. Incidence is evidence, not the whole meaning of relevance.

Peso econômico

% de receita

How much of the analyzed revenue is associated with the need, when appropriate data is available.

ICAN

Fulfillment

How we engage

How customers perceive fulfillment of needs, using ICAN where included in scope.

Leitura integrada. These indicators help interpret relevant needs and discuss resources across Core Business, Expansion and Innovation. Not every engagement includes every research instrument.

From an unresolved decision to clear executive direction.

Na conversa inicial, examinamos a decisão, as alternativas e as informações já disponíveis. O trabalho posterior depende da investigação realmente necessária.

Alinhar

Discovery conversation

We explore the decision, competing resources, decision-makers and what is already known.

Investigar

Defining the right scope

Depending on the decision, we propose focused prioritization or a Strategic Prioritization Study with customers.

Direcionar

Need-Based Value Matrix

We interpret relevance, capacity and value potential to guide choices, using the Value Matrix where appropriate.

Sustain

Strategic continuity

Where useful, we also examine how to monitor change and revisit priorities across the cycle.

What supports the decision about which priorities deserve resources?

Recording requests alone is not enough. Investigation assesses needs in the company's context, and where available combines customer incidence, economic significance and perceived fulfillment.

Explore the study applied to companies

THE NEED GAP 2026 · PROPRIETARY RESEARCH

80,32%

of needs analyzed were prioritized by fewer than 30% of customers das respectivas bases.

1,423 customer needs mapped59 estudos FocusMap

Source: George Eich · The Need Gap 2026. This finding describes the sample studied and is not a statistical estimate of the entire Brazilian market.

Três horizontes. Um critério: economic relevance.

The Need-Based Value Matrix helps determine where to preserve, expand or create value by examining relevant needs, delivery conditions and opportunities for economic capture.

CORE BUSINESS

Strengthen what already supports the business.

Which needs protect retention, revenue and margin and must continue to be met?

Preservar e melhorar

EXPANSÃO

Expand value where there is relevant demand.

Which customer needs and groups justify entering new markets, segments or offerings?

Expandir com critério

INOVAÇÃO

Criar o novo sem multiplicar dispersão.

Which unmet needs justify developing solutions with a plausible return?

Validate before investing

NECESSIDADE RELEVANTEWho cares about it?

GERAÇÃO DE VALORO que melhora?

CAPTURA DE VALORHow can it be sustained?

ROIWhat is the expected return?

VALOR EMPRESARIALO que permanece?

This is not an isolated conflict.

Studies of different respondents and samples show why choosing and funding priorities can be difficult. They contextualize the problem; they do not predict your company's outcomes.

MAIS DE 50%

of strategy leaders report too many priorities for the time available.

Deloitte · Global CSO Survey 2026 Fonte ↗

53%

say their organizations generally fully fund the priorities identified.

McKinsey · Empresas com receita de US$ 500 milhões ou mais Fonte ↗

When evidence changes the decision, the direction of the business can change.

Results observed in specific contexts. The analysis does not guarantee future performance.

Evous↗

+245%

Crescimento de ARR

A review of the ICP, roadmap and investments was guided by customer needs. In the reported case, NDR was 242%.

Profissionais SA↗

10%

Da receita do período

In less than three months, initiatives emerging from customer-needs analysis accounted for 10% of revenue for the period.

Caso confidencial↗

2×

Revenue within 9 months

O reposicionamento foi orientado pela descoberta de motivadores de compra diferentes dos assumidos internamente.

Caso confidencial↗

8 países

Customers across countries in 60 days

A relevant need led to testing a new solution with existing customers in eight countries during the period observed.

Fonte: aplicações documentadas pelo George Eich Institute. Resultados dependem de contexto e execução.

Ver os casos completos

Feedback on the experience

“We gained a more strategic view of the product and were able to prioritize the roadmap and the company’s positioning.”

“The workshop was extremely structured, with clear examples fully aligned with our needs.”

“I realized how much bias we had introduced into our strategy, overlooking [...] what customers actually wanted.”

“Understanding how my customers see our solution and their specific needs.”

“To this day, the best methodology and tool I have seen for understanding innovation from the customer's perspective.”

“The method made all the difference in how we understood and applied the concepts.”

“Foi incrível! A abordagem prática, com teoria na prática, foi sensacional.”

“A ferramenta utilizada realmente ajudou na execução da atividade.”

“Conseguimos identificar novas frentes de crescimento.”

10 / Quem conduz

George Eich

Founder of the George Eich Institute
Criador da Need-Based Decision Science

For over a decade, George has worked in strategy, prioritization and execution. After founding CoBlue, an early OKR company in Latin America, he focused his research on a question that comes before execution: o que realmente merece se tornar prioridade estratégica?

500+ empresas assessoradas250+ aplicações Need-Based em 3 anos

“The decision comes before the effort.”

Is this right for your company's current stage?

✓

This engagement makes sense when...

Your B2B company is reviewing investments, strategy or the 2027 budget.
A significant capital, portfolio, product, AI, innovation, or expansion decision is under consideration.
The leadership is open to reviewing choices and, if needed, involving customers or other evidence sources.
The typical context includes scale-ups and businesses with annual revenue between BRL 5 million and BRL 200 million.

It may not be the right fit when...

The only need is a planning template or a ready-made presentation.
The company expects a predetermined answer without examining alternatives or the decision context.
Decisions have already been finalized and there is no willingness to consider alternatives.

What you should know before the conversation.

The first conversation establishes what needs to be decided. It is not an automatic sale of research or a new strategic plan.

How much does Strategic Prioritization 2027 cost?

Investment is defined by the company's needs and agreed scope. Following the discovery conversation, we provide a tailored proposal and quote.

Do I need to commission a full customer study?

Not necessarily. We first review the decision and available information. Focused prioritization may be sufficient; the Strategic Prioritization Study is suitable when deeper customer-needs research is required.

Quanto tempo leva?

Timing depends on scope. Where a decision calls for customer research and executive analysis, the typical reference is three to six weeks, subject to participant availability. That is not the standard duration of every service.

Does this replace strategic planning?

Not necessarily. We can review priorities without replacing an existing strategy or plan. When needed, research can also support a new strategy cycle.

We already use OKRs. Is this relevant?

Yes. OKRs help translate direction into execution and track progress. Prioritization examines which choices should guide that effort, using what already works in the company.

Our customer base is small. Can we participate?

Sample suitability depends on customer count, profile diversity and the type of decision. We assess feasibility in the discovery conversation without promising statistical representativeness where the base cannot provide it.

Does my team need to operate the methodology?

It depends on scope. The Institute conducts the agreed investigation with the relevant team, while leadership participates in decisions and validates next steps. No new methodology operation is required for the initial conversation.

How is customer data handled?

Information is handled under contract and confidentiality agreement (NDA), with safeguards for company and customer data.

What happens after I submit the form?

We receive your decision context and contact you to discuss alternatives, decision-makers and timing. Where there is a fit, we define investigation scope and present a proposal. Submission does not create a contract or automatically subscribe you to the newsletter.