CO2

SEPTEMBER 11, 2015

CEOs are not immune to bias. First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics Slovic, Fischhoff and Lichtenstein (1977), The look at overconfidence leads to not fully considering the problem and underestimating alternatives. None of us are.

Executive Coaching 78

Executive Coaching Tversky Sample Kahneman 78

CO2

SEPTEMBER 11, 2015

CEOs are not immune to bias. First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics. That’s why they can be difficult to detect–in others’ arguments and even our own. None of us are.

Executive Coaching 60

Executive Coaching Tversky Sample Kahneman 60

CO2

SEPTEMBER 11, 2015

CEOs are not immune to bias. First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics. That’s why they can be difficult to detect–in others’ arguments and even our own. None of us are.

Executive Coaching 60

Executive Coaching Tversky Sample Kahneman 60

Harvard Business Review

NOVEMBER 9, 2015

While we’re an investment firm, many of the things I’ve learned as CEO transcend any particular industry. First, I was surprised by how much selling I would personally have to do as CEO – and I was equally surprised by how much I enjoy the process. But there have also been surprises.

CEO 8

CEO Tversky Kahneman Travel 8

First Friday Book Synopsis

FEBRUARY 20, 2012

Serial Innovators: Firms That Change the World Claudio Feser John Wiley & Sons (2012) How and why continuous innovation and adaptation can help an organization “live” longer What we have here is a “hybrid” narrative that develops on two separate but interdependent levels: a fictional account that focuses on Carl Berger (CEO of American Health [.]. (..)

Innovation 80

Innovation Review Books CEO 80

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

Skip Prichard

JUNE 1, 2020

Daniel Kahneman. Only 37% of the population believes CEOs are credible and only half of full-time workers place a great deal of trust in their employers. I recently spoke with him about his work. We’re blind to our blindness. We have very little idea of how little we know. We’re not designed to know how little we know.”

Leadership 106

Leadership Open-book Learning-by-Doing Quality 106

Harvard Business Review

JUNE 5, 2018

Although talented and competent, he allowed himself to enter a negative cycle of activity after being hired into a large consumer goods company as the COO, and the presumptive successor to the CEO, who planned to retire in 24 months. If he had slowed things down, Greg would be CEO today. How to Slow Down in a High-Speed Job.

Supply Chain 12

Supply Chain CEO Kahneman Self-aware 12

Harvard Business Review

APRIL 9, 2018

Because a CEO often effectively controls the director selection process, he will tend to choose directors who are unlikely to oppose him, and who are unlikely to provide the diverse perspectives necessary to maximize firm value. First, it could be that CEOs do not want effective directors on their boards.

Company 9

Company Kahneman Learning-by-Doing CEO 9

Harvard Business Review

MAY 28, 2018

A study on CEOs giving IPO road-show presentations found that even hardened financial advisors judge a leader’s “competence and trustworthiness” within as little as 30-seconds. These snap judgments are so powerful, CEOs who rated the highest for their executive presence in the study enjoyed higher IPO valuations.

Audience 8

Audience Project IPO Kahneman 8

Harvard Business Review

SEPTEMBER 19, 2011

It's inspired by the coming together of disparate disciplines including positive psychology, welfare economics, hedonomics, neuroscience, and marketing, For a long time there have been counter-intuitive signs leading Nobel prize winners like Amartya Sen, Jospeh Stigliz and Dan Kahneman, to question the meaning of prosperity.

Company 13

Company Kahneman Long-term Brand 13

Harvard Business Review

SEPTEMBER 7, 2016

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

Management 8

Management Kahneman Reference Price 8

CO2

OCTOBER 23, 2012

Here are books that I have read (or listened to) lately and recommend: The Five Temptations of a CEO by Patrick Lencioni. Thinking, Fast and Slow by Daniel Kahneman. Change Your Questions, Change Your Life by Marilee Adams (see my blog post on this topic here ). Six Pixels of Separation by Mitch Joel.

Schein 106

Schein Senge Kahneman Goleman 106

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. Uber’s founder and CEO at the time, Travis Kalanick, took a hands-on role and spent over 20% of his time in China. What went wrong?

Competitive Advantage 11

Competitive Advantage Business Model Technology Marketing 11

Harvard Business Review

JUNE 13, 2012

It's easy to assume that Jamie Dimon, the accomplished CEO of JPMorgan Chase, was simply stonewalling when he claimed that mounting trading losses in his bank were "blown out of proportion" — that he was unaware of how grave the situation really was. But I believe that Dimon literally didn't see perceive disaster unfolding before him.

Banking 9

Banking Kahneman Document Simon 9

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

Many are slaves to email (one CEO only half-jokingly defines his job as “ answering 2,000 emails a day ”) and have much of the remainder of their time filled with meetings. But some CEOs have managed to resist these tendencies. Both of these examples stand in stark contrast to the ways in which most leaders use their time.

How To 13

How To CEO Kahneman Armstrong 13

Harvard Business Review

OCTOBER 26, 2015

More recently, a CEO client had me review her pitch to sell the company. Or does Nobel laureate Daniel Kahneman’s Thinking, Fast & Slow come closer to the authenticity mark? The sales-centric forum went forward and proved embarrassing and, according to account executives, an expensive error of judgment.

Kahneman 8

Kahneman Wilde Proposal Review 8