What is the Índice de Amnésia (IAm) and How to Calculate It

Operational Amnesia is expensive because it is diffuse. It doesn't scream; it drains. That is why MCI transforms the invisible into the measurable with a systemic health metric: the IAm (Índice de Amnésia).

The Formula

IAm = (Travados Cycles + Reabertos sem Memória Cycles) ÷ Total Cycles

To calculate it, you must first read the operational state of each cycle. Note: the operational state of the cycle is different from the decision state (Exploration, Comparison, etc.). The decision state tells you where the customer is; the operational state tells you the health of the cycle within the system. Every cycle is in one of these four:

• Ativo (Active) — there is intention in motion and continuity is preserved. The cycle is being governed.
• Travado (Stuck/Locked) — the decision has stopped due to friction (risk, viability, alignment, trust, timing). A "travamento" is not a lack of follow-up; it is a failure to remove friction.
• Reaberto sem Memória (Reopened without Memory) — the customer returned, but the company restarted from scratch. This is the most expensive state: the customer repeats themselves, authority breaks, and friction begins before delivery. Every reopening without memory is a reset.
• Concluído com Decisão (Concluded with Decision) — a decision was made (buy, postpone, give up, expand) and the system learned something actionable.

Being "travado" is not the same as being slow. A "Estudioso" (Scholar) may take 60 days in Comparison and be healthy because they are consuming evidence and maturing with integrity — stable Score, recent interactions. A "Decidido" (Decided) person might be "stopped" for 15 days and be "travado" because there is a hidden decision-maker the company hasn't identified — dropping Score, no interaction. The rule: time without activity is a lock; time with activity is maturation.

Reference Ranges

• Green (below 20%) — healthy system. Most cycles flow. Priority: optimize conversion and replicate patterns from successfully concluded cycles.
• Yellow (20–35%) — system under pressure. Between 1 in 5 and 1 in 3 cycles is stuck or resetting. Margins are already being eroded, but it doesn't show up in the financials yet — it will appear next quarter.
• Red (above 35%) — system bleeding. More than 1 in 3 cycles is unproductive. The customer reports exhaustion, CAC inflates, discounts rise, and churn sets in.

These thresholds are initial calibrations observed in operations across five verticals (telecom, education, tourism, real estate, and B2B SaaS). The typical IAm before intervention ranged between 35% and 50%; after 90 days of active protocol, it converged to ranges of 5% to 15%. Use these as a reference, not a universal goal — each company should recalibrate with its own baseline.

What IAm is NOT

This is where leadership maturity lies: IAm does not measure individual performance. It measures system integrity. If the IAm rises, the right question isn't "who messed up?", but "where did the protocol fail?". Usually, the cause is a handoff without context, loose intention criteria, absence of curation, a broken handoff, or misaligned incentives between departments.

When a company uses IAm to punish people, it creates the perfect incentive for "data makeup": the system starts being fed with narratives, not reality. When used as system health, it creates continuous evolution without a witch hunt.

IAm as a Leading Indicator

IAm works like a "blood test" for growth. Monitored weekly, it reveals degradation before it hits the financial numbers. If it rises 5 points in two weeks, something changed: it could be a campaign attracting the wrong archetype ("Turistas" who get stuck quickly), a handoff that lost its protocol, or a capacity overload.

The improvement flow is linked: IAm signals → operational metrics (time in state, handoff, latency) diagnose → action corrects. Reducing IAm from 35% to 20% is equivalent to recovering a significant portion of operational capacity without hiring anyone — because the team stops rebuilding context and starts investing time in the decision.

How it Connects to the P&L

The causal chain is what the CFO needs: if IAm rises, there are more resets and more rework per cycle; CAC goes up while margins fall. If the reset rate rises, trust erodes and the average discount increases. If cycle entropy rises, playbooks fail and churn goes up. IAm is the indicator that connects the invisible operation to the visible financial result — 20 to 30 days in advance.