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Companies Collect Competitive Intelligence, but Don’t Use It

Harvard Business Review

In my work in competitive intelligence I have met many managers and executives who made major decisions involving billions of dollars of commitments with only scant attention to the likely reaction of competitors, the effect of potential disruptors, new approaches offered by startups and the impact of long-term industry trends.

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Managing Risks Means Managing Arguments

Harvard Business Review

(This summary is from Wittgenstein's Poker , a book I've been reading): As far as falsification is concerned, he thought that statements involving stable propensities — such as, 'The die has a one in six chance of landing on six' — could be tested by looking at what happens in the long run. When that happens, everybody loses.