Mark Sanborn
NOVEMBER 28, 2023
In Practice: A CEO convinced that remote work hampers productivity may only acknowledge studies supporting this view, while ignoring evidence to the contrary. In Practice: A CFO might confidently project revenue figures while neglecting market uncertainties and potential disruptions.
Great Leadership By Dan
MAY 30, 2019
You need to de-bias the systems that run the organisation, such as recruitment, pay, procurement, talent management and marketing. This creates a culture where disagreement and debate is welcome, and guards against blind spots and groupthink. And you need to lead inclusively. As a result, those businesses will thrive as well.
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Leading Blog
MAY 8, 2019
He helped to build some of Silicon Valley’s greatest companies including Google, Apple, and Intuit and to create over a trillion dollars in market value. He coached many others including Sundar Pichai, CEO of Google, Dan Rosensweig, CEO of Chegg, John Hennessy, former President of Stanford University, and Sheryl Sandberg, COO of Facebook.
The Idolbuster
JANUARY 15, 2013
I heard a cautionary tale from “George” the former VP of marketing at a mid-sized biotechnology company about how a bogus forecast helped propagate a disaster. But “ready for customers” is exactly what the CEO wanted to hear. He was a Scorpion , a “visionary” who felt that the technology should sell itself.
Mark Sanborn
SEPTEMBER 17, 2023
Examples: A CEO ignores market research that suggests a new product will not be well-received because he or she firmly believes it’s a good idea. A business leader expands into new markets without sufficient research, thinking that past success will automatically translate to new ventures.
Harvard Business Review
JULY 10, 2017
Last month, in an unprecedented show of solidarity, 150 CEOs from the world’s leading companies banded together to advance diversity and inclusion in the workplace and, through an online platform, shared best practices for doing so. But as Tim Ryan, U.S. That’s obviously good for business.
Harvard Business Review
DECEMBER 10, 2015
Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. One strategy that can significantly help teams avoid the dangers of Groupthink and successfully respond to emerging threats and opportunities is to create structured debates.
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