2011 Development Kahneman Review 
Harvard Business Review
JANUARY 6, 2014
A number of people noted that Nobel prize-winner Daniel Kahneman’s work, nicely summarized in his 2011 book Thinking Fast and Slow , influenced their thinking a great deal. What’s really interesting, though, is that the two of them ended up in complete agreement about the conditions required for good intuition to develop.
Harvard Business Review
JUNE 18, 2018
Daniel Kahneman, the 2002 Nobel prize laureate and psychologist, has said that if he had a magic wand, he’d eliminate it. companies over the period from 1993 to 2011, asking the following question: Is there systematic evidence that overconfident CEOs are indeed better leaders? Most of us think of overconfidence as a bad thing.
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Harvard Business Review
JUNE 13, 2012
In 2011, the company dropped its requirement to exit investment positions when losses exceeded $20 million. To understand Dimon's blindness, let's look at a quick history of the trading debacle. In 2005, Dimon hired Ina Drew to head the company's Chief Investment Office, the unit responsible for the bank's risk exposure.
Harvard Business Review
FEBRUARY 24, 2015
Decisive actions are required to tackle the factors that prompted the spin-off in the first place, which in many cases are underperformance and/or a lack of strategic fit leading to chronic underinvestment in the development of the business. ” When it comes to divestitures, bad economics usually get discounted in the transaction price.
Harvard Business Review
SEPTEMBER 25, 2017
Brain science, popularized in Daniel Kahneman’s book , has shown that this type of “slow thinking” is negatively correlated with “fast thinking,” as might be employed when driving a car or solving a simple sum. But some CEOs have managed to resist these tendencies. Schedule unstructured thinking time.
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