Eric Jacobson

SEPTEMBER 5, 2011

Former employees quoted in the newspaper article remember Mr. Kauffman as a leader who shared these lessons with them: "You can do anything you want if you set your mind to it and if you study your competition.". You can't be afraid of trying something".

Kahneman 66

Kahneman Pharmaceuticals Influence Review 66

Eric Jacobson

JUNE 25, 2011

Former employees quoted in the newspaper article remember Mr. Kauffman as a leader who shared these lessons with them: "You can do anything you want if you set your mind to it and if you study your competition." "You You can't be afraid of trying something" "Treat people the way you want to be treated."

Kahneman 65

Kahneman Pharmaceuticals Leadership Influence 65

First Friday Book Synopsis

APRIL 22, 2012

Here is an excerpt from an excellent article written by Paul J. To read the complete article, check out other resources, and obtain deep-discount subscription information, please click here. * * * The best problem solvers see a complex problem through multiple lenses. Schoemaker and featured online at the Inc.

Discount 89

Discount Magazine Article Resources 89

Harvard Business Review

SEPTEMBER 7, 2016

Tom Blaser and Linnea Gandhi, two managing directors at the consultancy The Greatest Good (TGG), are enthusiastic champions of algorithms. Their recent Harvard Business Review article, coauthored with Noble Prize–winning behavioral economist Daniel Kahneman and TGG’s CEO Andrew M.

Management 8

Management Kahneman Reference Price 8

Skip Prichard

JUNE 1, 2020

Articles, books, seminars, videos, online courses…all of them provide pieces to the puzzle to assist individuals to becoming a great leader. Daniel Kahneman. Here’s a shocking statistic: two-thirds of senior managers can’t name their firm’s top priorities! Decipher the Leadership Code. We’re blind to our blindness.

Leadership 105

Leadership Open-book Learning-by-Doing Quality 105

Harvard Business Review

JANUARY 22, 2018

Nobel-prize-winning psychologist Daniel Kahneman has said that overconfidence is the bias he’d eliminate first if he had a magic wand. ” Kahneman tells a story of a time when he was collaborating on a textbook and asked his coauthors to estimate the date on which they’d complete their first draft.

Kahneman 8

Kahneman Project Follow-up Uncertainty 8

Harvard Business Review

MARCH 31, 2014

Daniel Kahneman, who won a Nobel Prize in economics for his work on cognitive biases, points out in an HBR article that a team that has fallen in love with its theories may unconsciously ignore or reject contradictory evidence, place too much weight on one piece of data, or make faulty comparisons to another business case that suits its bias.

Kahneman 9

Kahneman Skills How To Marketing Strategy 9

Harvard Business Review

AUGUST 31, 2011

The last decade has seen an increased appreciation of behavioral economics and its effect on the practice of management. In a recent HBR article , Daniel Kahneman, Dan Lovallo, and Olivier Sibony outline the questions that a decision-maker needs to ask before making a strategic bet.

Kahneman 10

Kahneman Strategy Tversky Brand 10

Harvard Business Review

NOVEMBER 10, 2011

In 1995, a young Harvard Business School Professor co-authored an article in Harvard Business Review , "Disruptive Technology: Catching the Wave." Since then, he has written over a half-dozen books and many more Harvard Business Review articles, almost all of which touch on disruption in some way. So, why has this dilemma persisted?

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

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. Our first challenge was to answer the question: How do we separate the merely confident managers from the overconfident variety? Most of us think of overconfidence as a bad thing.

Stephenson 10

Stephenson Kahneman CEO Commitment 10

Harvard Business Review

MARCH 18, 2011

They succumb to changing times and conditions, to innovations by competitors, to poor decisions and lack of adaptability by their owners and managers, and to bad luck. Most businesses fail, eventually. But the flipside of such cognitive bias, it would seem, is lack of optimism.

Kahneman 15

Kahneman Construction Creativity Review 15

Harvard Business Review

JUNE 21, 2012

Daniel Kahneman and Amos Tversky provide perhaps the best theoretical framework in which to understand the phenomenon. According to data published by Erik Snowberg and Justin Wolfers, in their article Explaining the Favorite-Long Shot Bias: Is it Risk-Love or Misperceptions? MORE ON MANAGING RISKY BEHAVIORS.

Tversky 11

Tversky Kahneman Rate of Return Sports 11

Harvard Business Review

APRIL 9, 2018

Ever since Adam Smith published The Wealth of Nations in 1776, observers have bemoaned boards of directors as being ineffective as both monitors and advisors of management. Alternatively, it could be that because of behavioral biases, management is not able to select effective directors as well as an algorithm.

Company 9

Company Kahneman Learning-by-Doing CEO 9

Harvard Business Review

NOVEMBER 9, 2015

That doesn’t mean I was a novice in promoting an idea; as a young analyst at Fidelity Investments, I needed to convince the managers of the large mutual funds to buy my stock ideas. And yet from the minute we received our SEC approval to manage clients’ assets, I became our chief salesperson. That made a huge impact on me.

CEO 8

CEO Tversky Kahneman Travel 8

Harvard Business Review

JANUARY 4, 2013

Lazear went on to describe how economists, with the University of Chicago's Gary Becker leading the way , had been running roughshod over the other social sciences — using economic tools to study crime, the family, accounting, corporate management, and countless other not strictly economic topics.

Tversky 12

Tversky Crisis Levitt Consensus 12

Harvard Business Review

MARCH 7, 2016

Managers make about three billion decisions each year, and almost all of them can be made better. The stakes for doing so are real: decisions are the most powerful tool managers have for getting things done. For comparison, goal-setting best practices helped managers achieve expected results only 30% of the time.)

Kahneman 8

Kahneman Groupthink Tools Software 8

Harvard Business Review

JUNE 5, 2018

Managers grumbled, and the CEO wasn’t as enthusiastic as he should have been, but Greg assumed these were consequences of the inevitable resistance to change. Managing the flow of information into your office and into your brain is critically important for the judgment required by the most important issues.

Supply Chain 11

Supply Chain CEO Kahneman Self-aware 11

Harvard Business Review

JUNE 13, 2012

On April 4 of this year, Dimon read a short article in the Wall Street Journal about a JPMorgan trader in London, Bruno Iksil, who was making massive bets that exposed the bank to high levels of risk. At a meeting on April 8, Drew assured Dimon and the operating committee of JPMorgan that the trades were being well managed and would work out.

Banking 9

Banking Kahneman Document Simon 9

Harvard Business Review

AUGUST 14, 2018

“Death by a Thousand Cuts” Based on a comprehensive five-year study, my new research paper, published in the Academy of Management Discoveries this year, systematically identifies the reasons behind the failures of major Western digital firms in China. poor management of relations with Chinese regulators and the government.

Competitive Advantage 11

Competitive Advantage Business Model Technology Marketing 11

Harvard Business Review

NOVEMBER 9, 2015

On a cold English autumn evening recently, we three found ourselves together in the bar of our business school, Cranfield School of Management , along with some clients. Managers are instantly struck by the evident importance of this neglected touchpoint. So what can marketers do about it? How well do these strategies work?

Productivity 8

Productivity Products Hotels Kahneman 8

Harvard Business Review

APRIL 10, 2013

These results have important implications for management: if we want an engaged workforce, money is clearly not the answer. However, two articles deserve particular consideration. The second article is a recent study by Yoon Jik Cho and James Perry. Gallup''s findings are based on 1.4 public sector employees.

Motivation 11

Motivation Review Comparison Sample 11

Harvard Business Review

FEBRUARY 29, 2012

This idea of prospect theory, developed by Tversky and Kahneman and reported in a classic 1979 article (for which the Nobel prize was awarded) demonstrated that individuals do not make decisions rationally by selecting options with the highest expected value, because they are risk-averse and 'losses loom larger than gains.'.

Kahneman 14

Kahneman Tversky Company Innovation 14

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.

How To 13

How To CEO Kahneman Armstrong 13

Harvard Business Review

APRIL 2, 2014

Others, most notably money managers and former Fama students Cliff Asness and John Liew in an epic Institutional Investor article , have done a lot recent to clarify how Fama’s ideas and Shiller’s can at least co-exist peacefully. It’s a quite technical article, and while our conversation was formula-free it got pretty wonky as well.

CAPM 8

CAPM Discount Price Finance 8

Harvard Business Review

OCTOBER 6, 2015

Drucker Forum 2015: Managing in the Digital Age. But space for “slow thinking,” in Daniel Kahneman’s term, has been systematically expunged from today’s high-pressure offices. One human agency is management, itself a technology in the broadest sense. What a technology is used for is a choice.

Film 8

Film Drucker Technology Kahneman 8

Harvard Business Review

OCTOBER 26, 2015

Given management’s declared commitment to customer satisfaction and net promoter scores , I thought this a serious mistake; the move would undermine hard-won credibility and inhibit honest feedback from the firm’s smartest customers. Andrew Nguyen/HBR Staff.

Kahneman 8

Kahneman Wilde Proposal Review 8