CFO asks: What does a "12% productivity increase" mean and how to discuss it without overpromising?

12% is typically an average outcome reported in studies on long-term soft-skills programs and is best used as a possible benchmark rather than a guaranteed effect for every organisation. Reaching that level usually takes at least a year, wide employee coverage and changes in working habits, so the figure has methodological context. In practice Empatyzer influences productivity indirectly: it lowers conflicts and delays, improves the quality of one-on-ones, speeds up onboarding and reduces cross-team friction, all of which support better delivery. When you speak with the board, point to specific proxies to measure, for example the number of HR escalations, time to close project issues, engagement scores and turnover. Do not promise “12%” without conditions: explain the source, the time horizon, the population covered and scenarios that assume lower or higher effects. The suggested route is a pilot with scenario forecasts — conservative (e.g. 3–5%), realistic (6–8%) and optimistic (~12%) — plus early verification metrics within 7–30 days. In board communications avoid absolute claims like “we guarantee X%”; describe a hypothesis, a benchmark and a verification plan rather than a certainty. Also show intermediate, financially calculable impacts: shorter conflict resolution times, faster onboarding, lower attrition and reduced indirect costs from poor communication. Operationally, define concrete KPIs, reporting mechanics and a trial period, and consider A/B tests or before/after analyses in selected teams. Emphasise that Empatyzer is a long-term tool — quick wins can occur, but full productivity impact grows with time, scale of use and consistent proxy measurement.

Speak of 12% as a benchmark/hypothesis with clear assumptions and proxies; propose a pilot and conservative scenarios instead of promising an immediate, fixed increase.