How Mazda Strengthened Decision Making Through Structured Experimentation

Overview

Mazda partnered with Precoil to help teams move forward on high uncertainty initiatives where progress had slowed. Through a hands-on working session applying the Precoil Extract–Map–Test (EMT) approach, teams worked on real projects, clarified assumptions, and defined concrete next steps grounded in evidence rather than debate.

The Challenge

Before the working session, several teams were experiencing friction in how innovation efforts moved forward.

Decision-making had become slower and more risk-averse, often creating bottlenecks where teams hesitated to act due to uncertainty. While there was no shortage of strong ideas, translating those ideas into execution proved difficult. Teams also identified a gap between intended customer value and actual customer insight, leading to what they described as “customer signal misalignment.”

At the same time, experimentation was limited. Many initiatives leaned toward extended planning cycles rather than early testing, which made it harder to build confidence in decisions or adjust direction quickly.

In practical terms, this resulted in:

Slower decision cycles
Increased internal friction across teams
Hesitation to test ideas early
A disconnect between vision and execution

The Approach

During the working session, teams applied the Precoil Extract–Map–Test (EMT) approach directly to active initiatives.

Rather than introducing theory alone, the session focused on working through real decisions:

Extract the key assumptions behind each initiative
Map those assumptions across desirability, viability, and feasibility
Test the highest-risk assumptions through small, time-bound experiments

The structure emphasized action over analysis. Teams were encouraged to design experiments that could be run quickly using clear success criteria.

Equally important, the working session created a neutral environment. It was explicitly positioned as a working session, not a performance review, which helped reduce hierarchy driven dynamics and encouraged open participation across roles.

What Changed

From Debate to Experimentation

Teams shifted from extended discussions toward running small, practical tests. Instead of trying to fully plan large initiatives upfront, they began validating critical assumptions through targeted experiments.

This created early evidence, which helped teams build confidence and adjust direction based on real data rather than opinion.

More Open, Cross Level Collaboration

The structured format changed how teams interacted.

Because discussions were anchored in assumptions and experiments, junior and senior team members contributed more evenly. Teams reported stronger collaboration, with senior leaders listening more actively and junior members sharing insights more freely.

Clear, Immediate Next Steps

Each team left the session with a defined plan of action to reduce risk.

Rather than broad recommendations, teams committed to specific, time-bound experiments tied to their initiatives. In some cases, this led to meaningful shifts in direction.

For example, one team landed on simplifying a proposed solution to test the core customer needs more quickly.

The outcome was not just alignment, but momentum.

Outcomes

Teams defined experiments tied to real initiatives
Decision making shifted from risk avoidance to evidence generation
Collaboration improved across seniority levels and functions
Several initiatives identified opportunities to simplify or adjust direction early

Why It Worked

The working session did not attempt to eliminate uncertainty. Instead, it provided a structured way to work through it.

By focusing on assumptions and evidence, teams were able to:

Make uncertainty explicit
Reduce reliance on opinion-based decisions
Build confidence through small, measurable steps

As one participant summarized:
“Small experiments are not weak, they’re strategic.”

Recommendation

Mazda teams indicated they would recommend this type of session to others facing similar challenges.

The value was not just in the framework itself, but in the environment it created, one where teams could step back, address underlying friction, and move forward with clarity.

The working session helped transform:

How teams discuss ideas
How decisions are made
And how progress is achieved under uncertainty

Closing

Rather than ending with ideas, the session resulted in clear actions, aligned teams, and a renewed ability to move forward on uncertain initiatives.

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Case Study - Mazda