Skip Prichard

JUNE 1, 2020

Daniel Kahneman. In terms of connection, the basis is empathy. If you’re operating as a know-it-all, you have an underlying belief that that any new stuff really isn’t of much value. Here’s a shocking statistic: two-thirds of senior managers can’t name their firm’s top priorities! We’re blind to our blindness.

Leadership 110

Leadership Open-book Learning-by-Doing Quality 110

Harvard Business Review

NOVEMBER 10, 2011

As this argument holds, the short-term pressure of the capital markets, coupled with management incentives tied tightly to stock prices, make it hard for companies to investment in new growth businesses. The halo effect leads companies to assuming their best operators can seamlessly shift into innovation work.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

AUGUST 14, 2018

This study uses two rounds of interviewing to identify what the Nobel laureate Daniel Kahneman describes as the “inside view” and the “outside view” of the phenomenon. poor management of relations with Chinese regulators and the government. failure to manage relations effectively with local business partners.

Competitive Advantage 9

Competitive Advantage Business Model Technology Marketing 9

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