Harvard Business Review

JULY 14, 2017

Rising sea levels flood Manhattan in Kim Stanley Robinson’s New York 2140 , prompting hedge fund managers and real estate investors to create a new intertidal market index. It forces us to recognize that sometimes imagination is more important than analysis. Exploring fictional futures frees our thinking from false constraints.

Stephenson 15

Stephenson White Paper Real Estate Hedge 15

Harvard Business Review

JULY 11, 2014

The ask: invest $35 million for exclusive bundling rights to the US market. Cool new technology, new market for AT&T, competitive pressure, etc. The decision maker at AT&T was CEO Randall Stephenson. With that, Stephenson felt he could defend his decision.

Stephenson 8

Stephenson Due Diligence Finance Wireless 8

Harvard Business Review

AUGUST 14, 2012

As early as 1994 Neal Stephenson was envisioning the era of Big Data, and how it might change the work of a market researcher. Fiction writers who specialize in creating dystopian near-futures seem to put a lot of stock in the potential of customer intelligence. Yes, the tracking and targeting involved can look like science fiction.

Stephenson 10

Stephenson Customer Loyalty Wilde Loyalty 10

Harvard Business Review

JUNE 18, 2018

When Apple CEO Steve Jobs approached AT&T about partnering on a new kind of mobile phone — a touchscreen computer that would fit in your pocket — Apple had no expertise in the mobile market. Randall Stephenson, then CEO of AT&T, famously said , “I told people you weren’t betting on a device.

Stephenson 10

Stephenson Kahneman CEO Commitment 10

Harvard Business Review

NOVEMBER 16, 2017

But CEO Randall Stephenson immediately denied both versions, and reiterated that the company will not let go of either CNN or the deal itself, pledging to fight the government if necessary. Posner, who introduced microeconomics to antitrust analysis during the 1970s. Later stories reported it was AT&T that had offered to sell CNN.

Stephenson 9

Stephenson Guidelines Supply Chain Analysis 9

Harvard Business Review

DECEMBER 15, 2017

Adopting the Chicago School’s assumptions of self-correcting markets, composed of rational, self-interested market participants, some courts and enforcers sacrificed important political, social, and moral values to promote certain economic beliefs. Competition, for them, was innately effective.

Policies 8

Policies Politics Stephenson Industry 8