Proof

See how the Minerva Team helps an executive decide.

Current product policyLast updated August 25, 2026

For the person who must decide

Start with the decision on your desk—not our methods.

Each case begins where an executive actually begins: a team asks for approval, the evidence is incomplete, and getting it wrong has a cost. See what three specialist advisors challenge, the shared judgment they reach, and the one question left for the human decision owner.

The 50-firm validation now has 50 of 50 complete case proofs, each with an official source, held-out answer, actual run, human-reviewed 10/10 result and complete operation film. The original eight teaching cases remain below as a separate evidence set.

50-firm capability validation · completed evidence only

50 consulting cases, each run through the actual Minerva Decision Room

Every completed case follows the same proof contract: an official public source, a reconstructed decision-time record, a held-out published answer, an actual Minerva run, preserved failures, a human-reviewed 10/10 result, and a complete operation film. No case-specific mode was added.

All 50 cases include localized case descriptions, captions and transcripts in the selected website language.

50complete case proofs
01McKinsey & Company02Deloitte03PwC04KPMG05FTI Consulting06Arthur D. Little07Frost & Sullivan08EY09Roland Berger10Mercer11CohnReznick12AlixPartners13Analysis Group14DeciBio15Huron16Bain & Company17EY-Parthenon18Charles River Associates19Grant Thornton20Accenture21Alvarez & Marsal22IBM Consulting23Infosys24Bridgespan25Altman Solon26PA Consulting27Blue Matter Consulting28WTW29Tata Consultancy Services30Tredence31Guidehouse32BCG33Kearney34L.E.K. Consulting35Oliver Wyman36Publicis Sapient37Capgemini38Cognizant39Berkeley Research Group40Kroll41ZS Associates42Marsh43Protiviti44Kin+Carta45Putnam Associates46MorganFranklin Consulting47ghSMART48AArete49The Poirier Group50Booz Allen Hamilton
01

McKinsey & Company

Chemical Pricing: Unified Algorithm or Frontline Judgment?

Complete operation film
Minerva judgmentFirst run a pilot combining analytical recommendations with frontline review on '1–2 product lines × a small group of non-critical customers,' rather than repricing across the board. The core is to design it as an experiment that can be stopped, attributed, and reversed — not a contest to validate the algorithm.
1official source2held-out facts4model calls10/10decision checks15.204first decision24.123full runtime

Official public sourceMcKinsey & Company · Case study: Turning pricing complexity into a price advantage that boosts return on sales

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02

Deloitte

Global Multi-Brand Enterprise: Centralize Support Operations First, or Preserve Decentralized Speed?

Complete operation film
Minerva judgmentChoose a small-scale centralization pilot on a single cross-brand support process: this captures causal signals on both cost and decision speed under reversible, limited risk, directly addressing the CEO's dual goals of efficiency and speed, without violating the constraint of 'not changing all brands/functions simultaneously.'
1official source2held-out facts4model calls10/10decision checks17.305first decision25.703full runtime

Official public sourceDeloitte · Repositioning global support, setting the stage for growth

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03

PwC

Eaton Financial System Modernization: Necessary Upgrade, or Scope the Problem First?

Complete operation film
Minerva judgmentRecommend approving a 4-week scoped diagnostic and process pilot: with evidence gaps unresolved (risk localization, dependency scope, baseline quantification), this path gathers the evidence needed for judgment in a reversible, isolated manner, while explicitly protecting tax, compliance, and historical data from disruption — preferable to committing directly to a technology upgrade before the scope is clear
1official source1held-out facts4model calls10/10decision checks19.033first decision26.118full runtime

Official public sourcePwC · Using the cloud to unlock value in the finance function for Eaton, a power management provider

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04

KPMG

Machine Learning Governance at a Global Payments Company: Full Rollout, or a Risk-Tiered Pilot First?

Complete operation film
Minerva judgmentPrioritize a scoped, reversible risk-tiered governance pilot: given the lack of evidence on current coverage and control costs, focusing first on validation practices for potentially higher-impact models is more controllable and reversible than a simultaneous full rollout
1official source1held-out facts4model calls10/10decision checks19.183first decision26.607full runtime

Official public sourceKPMG · AI evolves world-renowned brand

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05

FTI Consulting

French Telecom Liquidity Crisis: Full Freeze, or a Conditional Short-Term Funding Decision?

Complete operation film
Minerva judgmentWe recommend a very short-duration, revocable authorization mechanism for essential commitments rather than a full freeze: when cash position and funding gap evidence is unreliable, this path preserves necessary operational flexibility while limiting exposure through clear deadlines, accountable owners, and stop conditions, and can be revoked at any time — an advantage over a full freeze, which is difficult to reverse once executed.
1official source3held-out facts4model calls10/10decision checks15.835first decision23.663full runtime

Official public sourceFTI Consulting · Cash Flow Crisis Management for a French Telecommunications Company

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06

Arthur D. Little

Global Automotive Supplier Digital Operations: Standardize the Technology Sequence Globally, or Let Business Units Validate in Phases?

Complete operation film
Minerva judgmentWe recommend prioritizing a small-scale, business-unit-led validation path, since current evidence on value, capability, and differentiation (F1, F3, F4) is insufficient to support an early lock-in of a globally uniform sequence; small-scale validation can generate comparable evidence under controlled risk while avoiding the extrapolation risk that F6 prohibits.
1official source2held-out facts4model calls10/10decision checks17.618first decision25.969full runtime

Official public sourceArthur D. Little · Digital operations for a global automotive supplier

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07

Frost & Sullivan

Processed Food Manufacturer Entering China: Which Market-Entry Assumption to Validate First?

Complete operation film
Minerva judgmentPrioritize validating import costs, acceptable price points, channel costs and margin structure, and brand recall and channel preference — this evidence determines whether any business model or registration choice has a valid foundation. If margins and brand demand don't hold up, investment in registration and partnerships would be wasted.
1official source2held-out facts4model calls10/10decision checks14.632first decision21.566full runtime

Official public sourceFrost & Sullivan · Frost & Sullivan’s Agriculture & Nutrition Research Services — China market-entry case study

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08

EY

Post-M&A Data Governance at a Gaming Company: Centralize Control First, or Define Shared Responsibilities and Autonomy Boundaries First?

Complete operation film
Minerva judgmentStart by defining a small set of shared data responsibilities and principles, while preserving reversible autonomy boundaries: evidence shows the root causes of conflict have not been disaggregated (F6), the necessity of differences has not been proven (F4), and studios have raised disruption-risk concerns (F3). Under this uncertainty, a reversible, small-scope starting point is preferable to irreversible full centralization.
1official source3held-out facts4model calls10/10decision checks17.489first decision24.701full runtime

Official public sourceEY · How strong data management becomes a real game-changer

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09

Roland Berger

Post-Merger Product Complexity: Cut Low-Volume Variants Immediately, or Make a Reversible Portfolio Decision First?

Complete operation film
Minerva judgmentRecommend launching a short, stoppable portfolio validation first, checking regional demand, gross margin, customer contracts, regulatory and service requirements item by item before classifying disposition, because current sales volume evidence alone cannot support irreversible full-scale elimination
1official source2held-out facts4model calls10/10decision checks17.057first decision24.97full runtime

Official public sourceRoland Berger · Engineering Excellence — Case Study 2: Complexity management transformation for a global industrial manufacturer

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10

Mercer

Global HCM Vendor Selection: Full RFP, or a Fast, Evidence-Bounded Screening First?

Complete operation film
Minerva judgmentRecommend launching a fast, evidence-based screening with clear deadlines and stop conditions first, establishing a global common-baseline requirement and comparison criteria before deciding whether a full RFP is needed; this path is reversible, lower cost, and allows early cut-off of losses when evidence is insufficient
1official source2held-out facts4model calls10/10decision checks17.114first decision26.135full runtime

Official public sourceMercer · Paving the Way for HCM Transformation

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11

CohnReznick

Post-Merger ERP Integration: Unify the Entire Enterprise at Once, or First Validate Scope with Stop Conditions?

Complete operation film
Minerva judgmentRecommend first running a scope validation with a clear owner, defined common data/process boundaries, stop conditions, and expansion thresholds, rather than locking in enterprise-wide ERP immediately; since process differences across the four business units, root-cause attribution, and cost-benefit evidence have not been verified, the irreversible risk of full rollout at this stage is too high
1official source3held-out facts4model calls10/10decision checks19.459first decision27.169full runtime

Official public sourceCohnReznick · Building a scalable future: C&S Chemicals' strategic ERP transformation

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12

AlixPartners

Aircraft Manufacturer Liquidity Crisis: Immediate Across-the-Board Cuts, or First a Time-Boxed Product and Cash Triage Assessment?

Complete operation film
Minerva judgmentRecommend first launching a time-boxed, stoppable assessment of product delivery and cash drivers: since liquidity runway figures and delay critical-path evidence (U1, U2) are currently unavailable, across-the-board cuts could inadvertently damage healthy delivery areas and be irreversible (C2, F5), whereas the assessment itself can be stopped at any time, keeping risk controlled
1official source3held-out facts4model calls10/10decision checks17.504first decision25.494full runtime

Official public sourceAlixPartners · Aircraft Manufacturer

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13

Analysis Group

Pharma R&D Portfolio Growth Gap: Commit Immediately to Investment or Acquisition, or Build a Reversible Portfolio Comparison First?

Complete operation film
Minerva judgmentRecommend first building a time-bound, reversible portfolio comparison that specifies success probabilities, capital requirements, time distributions, and worst-case branches for each path (internal R&D, increased marketing, acquisition) before deciding. This is because a common baseline is currently missing (F4) and downside information is incomplete (F3, U1, U2), making a rushed commitment an irreversible risk (F5).
1official source2held-out facts4model calls10/10decision checks16.986first decision24.398full runtime

Official public sourceAnalysis Group · Expanding an R&D Portfolio

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14

DeciBio

New Multi-Omics Technology: Commit to Full Development Immediately, or Set Stoppable Evidence Gates for Application and Adoption First?

Complete operation film
Minerva judgmentPrioritize the path of 'setting a time-bound, stoppable evidence gate for application and adoption': given that F2 shows application, adoption, specifications, volume, and pricing are all unvalidated, and F4 indicates that immediate full-scale commitment would create irreversible cost, validating key assumptions at low cost first before deciding whether to escalate to a full development commitment is currently the only path that preserves both the time window and reversibility.
1official source2held-out facts4model calls10/10decision checks17.003first decision22.926full runtime

Official public sourceDeciBio · VoC Research & Competitive Assessment for a Novel Multi-Omic Technology

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15

Huron

Midstream Energy Platform Modernization: Lock In the Platform Immediately for a 24-Month Deadline, or Run a Short-Term Evidence Gate First?

Complete operation film
Minerva judgmentRecommend first launching a short-term, time-boxed current-state and vendor evidence gate with defined stop conditions, to identify the root cause of manual rework and validate candidate platform fit before deciding platform lock-in scope; this path preserves reversibility without abandoning the feasibility of the 24-month timeline
1official source3held-out facts4model calls10/10decision checks16.592first decision24.806full runtime

Official public sourceHuron · Energy Company Enables Growth With Enterprise Cloud Technology

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16

Bain & Company

Insurer Business and Technology Direction Diverges: Launch Transformation Investment Immediately, or Establish a Shared Decision Baseline First?

Complete operation film
Minerva judgmentRecommend first establishing a time-boxed, stoppable shared business-and-technology baseline to prioritize the first wave of investments, rather than immediately approving a major transformation direction; since the root cause of weak returns is unidentified (F3) and senior leadership's directional disagreement remains unresolved (F5), locking directly into a major initiative carries excessive irreversible risk—building the baseline first secures evidence at controlled cost while preserving the option to reverse course.
1official source3held-out facts4model calls10/10decision checks15.14first decision22.227full runtime

Official public sourceBain & Company · Bridging the Gap Between Business and Technology

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17

EY-Parthenon

Software Company R&D Black Box: Immediately Reprioritize Product Investment, or First Build Reversible Performance and Portfolio Evidence?

Complete operation film
Minerva judgmentEstablish a time-boxed, stoppable R&D performance and portfolio evidence gate first, requiring each product to submit minimum evidence on strategic role, roadmap, customer outcomes, and spend-to-progress linkage before comparing trade-offs; this path avoids harming effective investments without evidence, or allowing sunk costs to grow unchecked
1official source3held-out facts4model calls10/10decision checks18.98first decision26.46full runtime

Official public sourceEY-Parthenon · Software Strategy Consulting Services — Helping CEOs gain insight into technical progress and R&D spend

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18

Charles River Associates

Second-Generation Diabetes Asset Launch: Immediately Commit to Full Go-to-Market, or First Run a Time-Boxed Regional and Access Evidence Gate?

Complete operation film
Minerva judgmentAdopt a time-boxed, stoppable regional, segment, and access evidence gate to sequence the launch, since there is currently no jointly validated evidence supporting full commitment, and all three teams agree that any initial investment must be stoppable; this path preserves the competitive window while avoiding irreversible risk
1official source3held-out facts4model calls10/10decision checks15.554first decision22.871full runtime

Official public sourceCharles River Associates · Developed go-to-market strategy for follow-on asset with blockbuster potential

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19

Grant Thornton

Food Manufacturer Cost Base: Cut Everything Immediately, or Use Short-Term Evidence First to Distinguish Sustainable Cost Levers?

Complete operation film
Minerva judgmentRecommend first launching a time-boxed, stoppable cost-driver evidence gate, while simultaneously executing minimal, low-risk stopgap measures (such as freezing non-essential new commitments), and converting to full-scale or focused cuts based on evidence results once the deadline is reached; given that the source of gross margin (U1) is unclear and cash runway (U2) is unknown, this path better balances the urgency to stop bleeding while avoiding irreversible second-order harm (F3, C2)
1official source2held-out facts4model calls10/10decision checks19.073first decision27.442full runtime

Official public sourceGrant Thornton · Cost optimisation — Resetting the cost base for a food manufacturer

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20

Accenture

Almond Cooperative Supply Chain Planning: Commit Immediately to a Global Integrated Platform, or First Establish a Reversible Supply-Demand Evidence Baseline?

Complete operation film
Minerva judgmentRecommend first establishing a time-boxed, stoppable supply-demand data and forecasting evidence baseline, and locking in the scope of the first integration phase; since the root cause (data definitions/quality/process/model/ownership) has not yet been pinpointed, committing directly to a global platform would lock in unvalidated assumptions, whereas the evidence-baseline path preserves the ability to reverse course and aligns with the committee's requirement for reversibility
1official source3held-out facts4model calls10/10decision checks18.604first decision25.827full runtime

Official public sourceAccenture · Digital transformation in a nutshell

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21

Alvarez & Marsal

Real Estate Obligations in a Healthcare Services Company Crisis: Immediate Full-Scale Disposal, or First Triage Time-Bound, Stoppable Assets and Obligations?

Complete operation film
Minerva judgmentPrioritize a time-bound, stoppable triage of asset use, obligations, and operational dependencies as the first batch of actions; since cash runway, termination costs, legal conditions, and critical service dependencies have not been verified, the irreversible risk of full-scale disposal is too high at this scale (1,700 locations / 46,000 employees)
1official source3held-out facts4model calls10/10decision checks15.867first decision22.918full runtime

Official public sourceAlvarez & Marsal · Case Study: HealthSouth

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22

IBM Consulting

Retail E-Commerce Peak Capacity Crisis: Immediate Full-Scale Modernization, or First Stabilize Capacity with Reversible Migration Gates?

Complete operation film
Minerva judgmentAdopt a path with time-bound, stoppable capacity stabilization and migration evidence gates; until the root cause is quantified (U1) and dependencies and recovery paths are known (U2), do not lock unverified dependencies into a large-scale one-time cutover — use staged evidence to decide whether to expand scope
1official source3held-out facts4model calls10/10decision checks17.762first decision24.513full runtime

Official public sourceIBM Consulting · Retailer leans into Digital Commerce and continues 173 years of innovation

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23

Infosys

Retail Finance Modernization on a 9-12 Month Deadline: Full Replacement, or Stoppable Phased Evidence Gates First?

Complete operation film
Minerva judgmentPrioritize a time-boxed, stoppable phased evidence-gate sequencing for migration, since the root-cause proportion (U1) and irreversible dependencies (U2) remain unconfirmed; a full replacement carries irreversible risk and may lock in unvalidated process assumptions.
1official source3held-out facts4model calls10/10decision checks18.042first decision25.075full runtime

Official public sourceInfosys · Driving Strategic Finance Transformation with Oracle EPM: Torrid’s Journey with Infosys

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25

Altman Solon

Telecom Digital Customer Experience: Lock in a Three-Year Transformation Investment Now, or Establish Journey Friction and Value Evidence Baselines First?

Complete operation film
Minerva judgmentPrioritize launching a time-boxed, stoppable evidence gate on journey friction and value causality before deciding whether to scale into a three-year commitment, since baselines, root causes, and cross-journey dependencies remain unknown (U1, U2, U3); locking in three-year funding immediately carries irreversible risk and may rest on flawed causal assumptions (C1).
1official source3held-out facts4model calls10/10decision checks18.626first decision26.323full runtime

Official public sourceAltman Solon · Digital Strategy for a Communications Service Provider

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26

PA Consulting

Utility Customer Experience Transformation: Launch a Full Roadmap Now, or Build Actionable Cross-Functional Prioritization Evidence First?

Complete operation film
Minerva judgmentEstablish time-boxed, stoppable cross-functional prioritization evidence first, since the root causes of past strategic failures and capability gaps remain unclear (F3, F4), and the operations team has already flagged the cost of overlooking resilience and regulatory risk (F2); this path allows evidence to be gathered through reversible, small-scale validation before deciding on full-scale expansion.
1official source3held-out facts4model calls10/10decision checks17.386first decision24.858full runtime

Official public sourcePA Consulting · Leading US utility: Transforming the utility customer experience amidst environmental challenges

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27

Blue Matter Consulting

Critical Biologic Launch Countdown: Scale Support Immediately, or Establish a Stoppable Readiness Gate for High-Value Segments First?

Complete operation film
Minerva judgmentRecommend first establishing a time-bound, stoppable readiness and cross-team dependency gate for high-value customer segments, since current gaps and dependencies remain unverified, full-scale expansion carries irreversible risk, and evidence does not yet support it (F3, F4, F6, C1, C2).
1official source3held-out facts4model calls10/10decision checks18.125first decision26.108full runtime

Official public sourceBlue Matter Consulting · Strategy and Support for a “Mission Critical” Launch

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28

WTW

Global Beverage Climate Risk: Commit to Full-Scale Resilience Investment Now, or Establish an Auditable Risk Tolerance and Allocation Gate First?

Complete operation film
Minerva judgmentRecommend first launching a time-bound, auditable assessment gate, while applying immediate, reversible risk controls at known drought- and water-stressed sites, and deciding on full-scale investment expansion once a comparative baseline is established.
1official source3held-out facts4model calls10/10decision checks20.343first decision27.656full runtime

Official public sourceWTW · Optimizing risk management and resilience for a multinational beverage manufacturer

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29

Tata Consultancy Services

Global Airline Operations: Commit Immediately to a Full Integration Platform, or First Build Stoppable Real-Time Collaboration Evidence with Key Operational Events?

Complete operation film
Minerva judgmentPrioritize a stoppable pilot on a small number of key events, since the absence of a cascading-impact event list and data governance evidence makes it impossible to assess the safety and on-time-performance risk of a full-scale commitment.
1official source3held-out facts4model calls10/10decision checks19.005first decision26.48full runtime

Official public sourceTata Consultancy Services · TCS Aviana Helps United Airlines Get Off to a Flying Start

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30

Tredence

CPG Raw Material Shortage Risk: Build a Global Command Center Immediately, or First Lock In Decision Evidence for High-Risk Materials and Plants?

Complete operation film
Minerva judgmentRun a time-boxed pilot first, focused on a small set of high-risk materials and plants, to validate data quality, alert reliability, procurement accountability and response thresholds before deciding on expansion — since current data and accountability evidence do not support a one-time global build, and this stoppable path carries lower risk.
1official source3held-out facts4model calls10/10decision checks21.219first decision29.409full runtime

Official public sourceTredence · Optimizing Supply Chain Agility with Command Center

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31

Guidehouse

Health-Tech Delivery Transformation: Launch an enterprise-wide overhaul immediately, or first establish a cross-project root-cause and requirements evidence gate?

Complete operation film
Minerva judgmentPrioritize first establishing root-cause and requirements handoff evidence from representative projects, since this path is reversible, verifiable across projects and roles, and does not disrupt in-flight government deliveries
1official source3held-out facts4model calls10/10decision checks18.496first decision26.728full runtime

Official public sourceGuidehouse · Enterprisewide transformation streamlines processes

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32

BCG

Industrial Enterprise Cost Transformation: Implement fully now, or first use a time-boxed readiness gate to verify leadership, workforce, and outcome feasibility?

Complete operation film
Minerva judgmentUse a time-boxed gate to first verify readiness across leadership, workforce, and outcome feasibility, then decide the scope and timeline for full rollout based on results—since current confidence rests only on executive self-assessment, not shared evidence.
1official source3held-out facts4model calls10/10decision checks16.753first decision24.758full runtime

Official public sourceBCG · Are You Ready to Transform?

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33

Kearney

Auto Parts Retail Transformation: Integrate Omnichannel Immediately, or First Validate Customer Needs, Parts Data, and Supply Chain Dependencies with a Stoppable Pilot?

Complete operation film
Minerva judgmentAdopt a time-boxed pilot covering representative high-value journeys to first validate customer breakpoints, parts data, and supply chain dependencies, before deciding on the scope and pace of integration.
1official source3held-out facts4model calls10/10decision checks16.228first decision23.451full runtime

Official public sourceKearney · Digital Strategy Restores an Auto Parts Retailer

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34

L.E.K. Consulting

Auto Insurance Claims Forecasting: Full-Scale Overhaul Now, or First Triage High-Cost, High-Volatility Segments to Validate Data and Model Feasibility?

Complete operation film
Minerva judgmentPrioritize a triage-and-validate path: with data feasibility, trend authenticity, and model downside risk all unknown, first gather evidence through a limited, reversible pilot before deciding whether to scale into a full-scale overhaul.
1official source3held-out facts4model calls10/10decision checks19.449first decision26.852full runtime

Official public sourceL.E.K. Consulting · Rebuilding Claims Forecasting Accuracy for a UK Motor Insurer in a Volatile Cost Environment

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35

Oliver Wyman

Grocery Retail Value Strategy: Reset Pricing Levers Immediately Across the Board, or Validate Price and Customer Response with a Category Pilot First?

Complete operation film
Minerva judgmentAdopt a category pilot with clear timelines and stop thresholds, validating elasticity, overlap costs, and vendor funding feasibility before deciding whether to scale
1official source3held-out facts4model calls10/10decision checks15.563first decision36.334full runtime

Official public sourceOliver Wyman · Retail Pricing Strategies To Drive Financial Success

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36

Publicis Sapient

Auto service reservations: Keep improving the shared white-label solution, or first validate a proprietary differentiated journey with a stoppable pilot?

Complete operation film
Minerva judgmentRun a time-boxed pilot first to validate demand, adoption, and integration dependencies. Since root causes and integration costs are not yet proven, this controllable and reversible path is preferable to committing directly to a full in-house build
1official source3held-out facts4model calls10/10decision checks18.093first decision25.722full runtime

Official public sourcePublicis Sapient · Customer Journey Transformation

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37

Capgemini

Bank credit decisioning: Consolidate across business lines immediately, or first validate data, controls, and decision speed with a high-risk-account pilot?

Complete operation film
Minerva judgmentAdopt a time-boxed representative pilot, first validating data definitions, control consistency, and decision speed using high-risk accounts and representative business lines, before deciding whether to consolidate, since the proportional risk from fragmentation and data quality lack shared evidence
1official source3held-out facts4model calls10/10decision checks17.901first decision25.217full runtime

Official public sourceCapgemini · Transforming credit decisioning: A collaborative approach to customer-centric innovation

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38

Cognizant

Insurance automation: Migrate all RPA immediately, or first stabilize high-failure processes and validate vendor transparency, controls, and accuracy?

Complete operation film
Minerva judgmentPrioritize a time-limited pilot to stabilize high-failure, high-payment-risk processes, while simultaneously validating vendor transparency, controls, and accuracy; decide on scaling or full migration once evidence supports it
1official source3held-out facts4model calls10/10decision checks15.61first decision23.425full runtime

Official public sourceCognizant · Large Insurer Saves Millions with RPA Deployment

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39

Berkeley Research Group

Hospital nursing workforce: Reset staffing hospital-wide immediately, or first validate capacity, quality, and managerial accountability with representative wards?

Complete operation film
Minerva judgmentAdopt a time-boxed representative-ward pilot covering wards and shifts with varying demand, setting hard stop thresholds such as patient safety, retaining real-time surge support and manual review, and deciding on hospital-wide scale-up only after capacity, quality, and managerial accountability are validated
1official source3held-out facts4model calls10/10decision checks15.434first decision23.915full runtime

Official public sourceBerkeley Research Group · Inpatient Nursing Workforce Transformation — Good Samaritan Hospital Medical Center

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40

Kroll

Telecom Crisis: Commit Immediately to a Strategic Sale, or First Build a Stoppable Operations, Liquidity, and Creditor Stabilization Plan During the Ninety-Day Fragile Window?

Complete operation film
Minerva judgmentRecommend first establishing a time-boxed (e.g., thirty- to sixty-day checkpoint) stabilization plan for operational continuity, liquidity, and creditor standstill, with service continuity as a hard stop condition, while keeping the sale path open for parallel evaluation — because there is currently no protective pause in place and creditor positions are fragmented, so locking into a sale prematurely would forfeit leverage and heighten the risk of service disruption.
1official source3held-out facts4model calls10/10decision checks16.327first decision24.174full runtime

Official public sourceKroll · Navigating Crisis: How Kroll Transformed a Telecommunications Giant's Near-Collapse into Strategic Success

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41

ZS Associates

Post-Merger Channel Integration: Unify the Global Partner Program Immediately, or First Validate Tier Classification, Regional Differences, and Support Readiness with Early Adopters?

Complete operation film
Minerva judgmentPrioritize a time-boxed pilot: validate tier classification, regional differences, and support readiness with representative regions and early adopters, since there is currently no empirical data on conflicts between the two programs or partner capabilities. Rushing to a global unification carries irreversible risk and conflicts with existing partner protection principles.
1official source3held-out facts4model calls10/10decision checks16.98first decision23.913full runtime

Official public sourceZS Associates · Zebra Technologies builds channel strategy and partner program with ZS

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42

Marsh

Pharmaceutical Supply Network: Pursue Full Multi-Sourcing Immediately, or First Conduct Multi-Tier Mapping of Critical Products While Concurrently Protecting Known Single Points?

Complete operation film
Minerva judgmentAdopt time-boxed mapping of critical products while concurrently protecting known single points, as this balances speed with an evidence base under hard stops on quality and patient supply, and actions can be adjusted based on mapping results
1official source3held-out facts4model calls10/10decision checks19.048first decision27.425full runtime

Official public sourceMarsh · Global pharmaceutical company uncovers critical supply chain risks with Sentrisk

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43

Protiviti

Insurance Risk Culture: Launch full value-chain deep RCSA immediately, or first validate granularity, participation load, and control data using representative functions?

Complete operation film
Minerva judgmentFirst launch a time-bound pilot covering representative functions and cross-functional dependencies, while simultaneously setting compliance escalation and stop thresholds; decide on full rollout scope only after validating granularity and participation load
1official source3held-out facts4model calls10/10decision checks19.697first decision28.967full runtime

Official public sourceProtiviti · Transforming Risk Culture in Insurance

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44

Kin+Carta

Foodservice Ordering Modernization: Replace Both U.S. and Canada Systems at Once, or Validate Order Accuracy, Search, and Release Cadence First with a Time-Boxed Canada Pilot?

Complete operation film
Minerva judgmentPrioritize the time-boxed Canada pilot path, as it validates order accuracy, search, integration, peak capacity, and rollback under real but limited risk, avoiding the spread of unvalidated risk across both the U.S. and Canada simultaneously
1official source3held-out facts4model calls10/10decision checks17.636first decision25.24full runtime

Official public sourceKin+Carta · Gordon Food Service: Delivering new and improved customer ordering experiences

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45

Putnam Associates

Rare Disease AI Diagnostics Investment: Bet on Multiple Solutions Simultaneously, or Close Patient Journey, Evidence, and Clinical Adoption Gaps Before Phased Investment?

Complete operation film
Minerva judgmentRecommend closing evidence gaps before phased investment: until three key uncertainties—bottleneck location, data representativeness, and clinical adoption capacity—are resolved, avoid irreversible resource lock-in from simultaneously betting heavily on multiple solutions
1official source3held-out facts4model calls10/10decision checks18.175first decision25.656full runtime

Official public sourcePutnam Associates · AI diagnostic opportunity assessment

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46

MorganFranklin Consulting

Enterprise Divestiture IAM Rebuild: Replicate the Entire Legacy Platform Immediately, or Verify Controls, Integration, and Cloud Migration First Based on Critical Access and Regulatory Deadlines?

Complete operation film
Minerva judgmentAdopt a phased verification approach: first lock down critical access, segregation of duties, and the deliverable scope for regulatory deadlines, then progressively expand integration and cloud migration—because gaps and rollback capability remain unverified, and full replication would carry existing exposure unchanged into two new environments
1official source3held-out facts4model calls10/10decision checks18.387first decision25.459full runtime

Official public sourceMorganFranklin Consulting · Fortune 50 Aerospace & Defense / Technology Company Identity and Access Management Program

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47

ghSMART

Pharma CEO Succession: Commit to a single candidate five years out, or keep a candidate slate and converge gradually using strategy, board, and readiness gates?

Complete operation film
Minerva judgmentRecommendation: retain the candidate slate and converge gradually through strategy, readiness, and governance gates, as this preserves adjustability over the five-year uncertain horizon while balancing fairness and retention (F1, F2, F3, F6)
1official source3held-out facts4model calls10/10decision checks16.224first decision23.705full runtime

Official public sourceghSMART · CEO and C-suite Succession

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48

AArete

Medicaid Preventable Readmissions: Roll out network-wide immediately, or first validate root causes, patient accessibility, and care transitions with a time-boxed pilot at high-risk hospitals?

Complete operation film
Minerva judgmentRecommendation: prioritize a time-boxed pilot. Given three key uncertainties—root cause, accessibility, and capacity—the pilot generates decision-grade evidence within controlled risk while preserving the option for network-wide rollout
1official source3held-out facts4model calls10/10decision checks18.739first decision27.175full runtime

Official public sourceAArete · AArete Reduces Potentially Preventable Readmissions at 5 Hospitals by 4%

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49

The Poirier Group

Consumer Electronics Paradigm Shift: Harvest and Exit Now, or Validate Reinvention First Through a Time-Boxed Adjacent-Market Experiment With Funding Gates?

Complete operation film
Minerva judgmentPrioritize a time-boxed adjacent-market experiment with funding gates and stop-loss triggers. Given the current lack of evidence on customer payment, channels, and profitability, an immediate harvest-and-sell would forgo unvalidated upside in enterprise value, whereas the experiment path preserves exit flexibility at controlled cost.
1official source3held-out facts4model calls10/10decision checks18.98first decision27.107full runtime

Official public sourceThe Poirier Group · PE-Owned Manufacturer Reinvents Strategy to Address Paradigm Shift in Electronics

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50

Booz Allen Hamilton

Emergency Department EHR Critical Information: Deploy Automated Extraction Fully Now, or First Validate Relevance, Safety, and Workflow Through a Clinically Supervised Pilot?

Complete operation film
Minerva judgmentRun a clinically supervised pilot first, limited to a defined set of chief complaints and patient populations, preserving full record access and human judgment. Consider expansion only after recall, misleading-association, bias, and workflow validation pass.
1official source3held-out facts4model calls10/10decision checks15.806first decision23.642full runtime

Official public sourceBooz Allen Hamilton · Unlocking Critical Patient Data in Emergency Care

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Independent teaching simulation. The named consulting firm supplied the public source only; it did not use, review, endorse, sponsor, certify or commission Minerva Advisor. This evidence does not claim customer results, ROI or a permanent service-level guarantee.

Complete operation film 1 · 3:02 · narration and localized captions

One Gmail dispute, reconstructed as a decision meeting

See the selected thread become an evidence map, a hidden decision gap, two reversible options, three specialist reviews, and one human-confirmed Action Command.

Your browser cannot play this video. Download the MP4.Read the Traditional Chinese transcript

Complete operation film 2 · verified-run replay · narration and localized captions

Chemical pricing: analytics or frontline judgment?

Watch Minerva reconstruct four positions, reject a false human-versus-algorithm choice, select only two methods, challenge its own inference, compare reversible pilots, and turn the executive's confirmation into an action.

Your browser cannot play this video. Download the MP4.Read the Traditional Chinese transcript

Decision patterns, not industry labels

What are you being asked to approve?

Choose a decision that resembles yours. The first view is written for the decision owner; methods, sources and run receipts remain one level deeper.

01OpenLedger02Miracle Messages03SFO × Gensler04Syndicated-loan crisis05Inventory–cash–expiry trap06EcoCoin07RWE decision governance08Chemical pricing pilot
01Product delivery

OpenLedger

The client wants more flexibility while the team wants sign-off. Do you change the delivery model now?

Decision owner：CEO / delivery owner

Complete operation film
What you are being asked to decideThe visible dispute was milestone acceptance versus a time-boxed sprint.
Cost of getting it wrongYou may change process without fixing who can accept work—so revisions and conflict continue.
Marcus · DecisionThe visible choice between milestones and sprints is premature.
Evelyn · Evidence & riskThe thread contains requests, but no shared acceptance rule or named approver.
Sofia · Stakeholder impactChanging process without authority merely moves the conflict into the next cycle.
Minerva Team's provisional judgmentBoth options fail until someone has final acceptance authority and a shared definition of done.

Name the final accepter and one testable stage outcome before the pilot.

The question only you can resolveWho has final authority to say this stage is done?
Watch the complete operation film →
See why the Minerva Team reached this judgment

Selected methodsEvidence map

What would reverse itIf the client cannot name an accepter, make that governance decision the first deliverable.

Official public sourceMinerva University · Tatiana Tylosky / OpenLedger

Analysis work receipt

1official source7model calls10/10decision checks131.5actual runtime
02Program scaling

Miracle Messages

The team presents a 66% success rate and asks to scale funding. Do you approve?

Decision owner：Executive director / funding decision owner

Verified analysis summary
What you are being asked to decideA 13-person pilot reported stable housing for 66% of participants.
Cost of getting it wrongA false positive wastes scarce funding; a false negative may stop a program that genuinely helps people.
Marcus · DecisionThe decision is not whether 66% looks good; it is what error risk the next funding stage may carry.
Evelyn · Evidence & riskBaseline, comparison group, selection logic and external causes are missing.
Sofia · Stakeholder impactFull scale may crowd out other services; indefinite delay may also harm beneficiaries.
Minerva Team's provisional judgmentWithout a baseline, comparison group, and selection logic, the result cannot be attributed to the program.

Define the tolerable false-investment risk, then design the next comparison around it.

The question only you can resolveWhich error is less acceptable now: scaling an ineffective program, or delaying an effective one?
See why the Minerva Team reached this judgment

Selected methodsEvidence map + root-cause analysis

What would reverse itA defined comparison shows a material difference while plausible external causes are constrained.

Official public sourceMinerva University · Julia Ip / Miracle Messages

Analysis work receipt

1official source7model calls10/10decision checks128.9actual runtime
03Service design

SFO × Gensler

The team wants to invest in metaverse navigation before the failed journey is proven. Do you fund it?

Decision owner：Innovation sponsor / airport executive

Verified analysis summary
What you are being asked to decideThe proposed answer was an emerging metaverse navigation solution.
Cost of getting it wrongYou can fund an impressive interface that solves the wrong traveler, place or accessibility barrier.
Marcus · DecisionTechnology selection must follow a bounded user failure, not precede it.
Evelyn · Evidence & riskNo observation yet isolates who gets lost, where, when or why.
Sofia · Stakeholder impactAccessibility risk makes a visually novel solution especially costly if the wrong users are centered.
Minerva Team's provisional judgmentThe most serious failure point, affected traveler, and accessibility constraints were still unknown.

Observe where, when, and for whom wayfinding fails before committing to the tool.

The question only you can resolveWhich traveler failure must this investment measurably reduce?
See why the Minerva Team reached this judgment

Selected methodsRoot-cause analysis + option comparison

What would reverse itObservation isolates a failure that current signs cannot solve and the new approach can address accessibly.

Official public sourceMinerva University · Carl Kho / SFO × Gensler

Analysis work receipt

1official source7model calls10/10decision checks114.6actual runtime
04Corporate crisis

Syndicated-loan crisis

Interest is due next week and 200 jobs are exposed. Do you keep bargaining over price, or change the negotiation?

Decision owner：CEO / turnaround decision owner

Verified analysis summary
What you are being asked to decideCash was exhausted, interest was due the next week, and more than 200 jobs depended on one negotiation.
Cost of getting it wrongA concession on rate or term may still fail if nobody accepts the monitoring burden that makes the rescue governable.
Marcus · DecisionReframe from financing price to a governable rescue arrangement.
Evelyn · Evidence & riskThe stated bank position does not explain why viable term concessions remain blocked.
Sofia · Stakeholder impactDelay threatens jobs, but an unowned monitoring regime can recreate the crisis.
Minerva Team's provisional judgmentThe negotiation focused on term and rate while the hidden blocker was who would carry ongoing monitoring responsibility.

Put monitoring, information duties, and exception handling on the negotiating table as an explicit responsibility draft.

The question only you can resolveWho will own monitoring, information duties and exceptions after the rescue?
See why the Minerva Team reached this judgment

Selected methodsConflict map + root-cause analysis

What would reverse itIf the bank's binding concern is loss exposure rather than monitoring, restructure collateral and viability terms first.

Official public sourceMinerva University · Gavin Lee

Analysis work receipt

1official source7model calls10/10decision checks160.3actual runtime
05Growth economics

Inventory–cash–expiry trap

Revenue is growing while inventory consumes cash. Do you keep accelerating sales?

Decision owner：Founder / CFO

Verified analysis summary
What you are being asked to decideA D2C distribution business was growing, while inventory cost and expiry pressure kept cash on the shelf.
Cost of getting it wrongMore sales can require more stock, deepen expiry exposure and turn apparent growth into a liquidity failure.
Marcus · DecisionGrowth is not the goal until cash conversion and expiry are separated by SKU.
Evelyn · Evidence & riskAggregate revenue hides the reinforcing inventory loop.
Sofia · Stakeholder impactA growth push can preserve headline performance while exhausting the company's operating runway.
Minerva Team's provisional judgmentThe visible growth signal can hide a reinforcing loop: more sales fund more stock, which raises expiry and cash risk.

Build a 90-day SKU cash-and-expiry map and define a reorder stop condition before pursuing more growth.

The question only you can resolveWhich SKUs release cash within 90 days—and which require an immediate reorder stop?
See why the Minerva Team reached this judgment

Selected methodsRoot-cause analysis + option comparison

What would reverse itIf turnover and cash-cycle evidence shows expansion releases cash without raising expiry exposure, growth can remain primary.

Official public sourceMinerva University · Peter Wang

Analysis work receipt

1official source6model calls10/10decision checks119.4actual runtime
06Cross-organization

EcoCoin

Everyone supports the idea, but no party can sustain it alone. Do you scale the network?

Decision owner：Program founder / sponsor

Verified analysis summary
What you are being asked to decideParticipants wanted immediate rewards, businesses wanted ROI, and schools or NGOs wanted measurable outcomes.
Cost of getting it wrongScaling before incentives close creates rewards that cannot be verified, funded or redeemed.
Marcus · DecisionReduce the network vision to one closed incentive loop.
Evelyn · Evidence & riskSupport statements do not yet prove sponsor economics or trusted verification.
Sofia · Stakeholder impactBroken redemption harms participants first and destroys trust across organizations.
Minerva Team's provisional judgmentNo stakeholder can sustain the system unless reward, verification, and sponsor value work in the same pilot.

Run one bounded pilot with one behavior, one sponsor, one verification rule, and one redeemable promise.

The question only you can resolveWhich one sponsor will pay for which one verified behavior in the first pilot?
See why the Minerva Team reached this judgment

Selected methodsConflict map + root-cause analysis

What would reverse itIf sponsor unit economics or trustworthy verification cannot work at pilot scale, do not scale the token network.

Official public sourceMinerva University · Boss Huang / EcoCoin

Analysis work receipt

1official source6model calls10/10decision checks114.4actual runtime
07Capital governance

RWE decision governance

Contrary opinions exist, but nobody can stop the proposal. Do you approve the next major investment?

Decision owner：Board / capital committee

Verified analysis summary
What you are being asked to decideMore than €10 billion had been committed while major proposals shared the same rising-price assumptions.
Cost of getting it wrongA red team becomes ceremony while the same price assumptions keep driving billions in commitments.
Marcus · DecisionChoose the stop right before choosing another review method.
Evelyn · Evidence & riskThe common rising-price assumption creates correlated risk across proposals.
Sofia · Stakeholder impactWithout pause authority, dissent is documented but cannot protect capital.
Minerva Team's provisional judgmentA red team or reversal rule becomes a ritual unless someone can actually pause or change the proposal when contrary evidence appears.

Set the capital threshold, pilot one bounded challenge process on the next proposal, and name who can pause it.

The question only you can resolveWho has explicit authority to pause the proposal when the reversal evidence appears?
See why the Minerva Team reached this judgment

Selected methodsRoot-cause analysis + option comparison

What would reverse itIf neither pilot connects contrary evidence to real pause authority, define the stop right before choosing a review method.

Official public sourceMcKinsey & Company · RWE decision-process interview

Analysis work receipt

1official source6model calls10/10decision checks125.7actual runtime
08Pricing governance

Chemical pricing pilot

Analytics and sales leaders distrust each other. Who should own the pricing decision?

Decision owner：Chief commercial officer / pricing owner

Complete operation film
What you are being asked to decideMass pricing ignored product, customer, and regional differences, while frontline overrides were not structured data.
Cost of getting it wrongChoosing either side too early can scale bad prices—or preserve unmeasurable exceptions and margin leakage.
Marcus · DecisionReject the human-versus-algorithm choice; design a bounded joint pilot.
Evelyn · Evidence & riskWithout override reasons and churn attribution, either side can reinterpret the result.
Sofia · Stakeholder impactA small noncritical customer set limits commercial harm while building shared evidence.
Minerva Team's provisional judgmentWithout structured override reasons and attribution of churn causes, any pilot result can be misread—regardless of the chosen design.

Pilot analytics plus frontline review on 1–2 product lines and a small group of noncritical customers—without a broad price change.

The question only you can resolveCan every frontline override be captured with a reason before the pilot starts?
Watch the complete operation film →
See why the Minerva Team reached this judgment

Selected methodsConflict map + root-cause analysis

What would reverse itPause the pilot if override reasons and price/service/competition churn attribution are not available before launch.

Official public sourceMcKinsey & Company · chemical pricing case study

Analysis work receipt

1official source6model calls10/10decision checks113.6actual runtime

What this proves—and what it does not

These are independent teaching simulations, not real correspondence or customer outcomes. Minerva Advisor is not affiliated with, endorsed by, sponsored by, certified by, or reviewed by Minerva University, Minerva Project, McKinsey & Company, or any organization described in a source article. A passed case proves compliance with its versioned decision-quality contract only; it does not prove ROI or the source article's outcome.

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