Harvard Business Review

MAY 4, 2012

We all like to think we can evaluate information and arguments rationally, regardless of where it comes from. When the information seems to be coming from or favoring the other side, all bets are off. It was inspired by comments from author Neal Stephenson, who espoused the latter view in a Q&A at MIT. But we don't.

Stephenson 12

Stephenson Film Media Innovation 12

Harvard Business Review

MAY 5, 2017

That’s a form of summarizing — you’re more likely to have learned and retained information from that article after you did it. By reciting everything back, you’ll have taken steps to summarize that knowledge, and you’ll be far more likely to remember the information. Make connections.

Stephenson 15

Stephenson Learning-by-Doing Skills Letter 15

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. But when the two of us began compiling HBR's Insight Center on Customer Intelligence , and thought about what managers find scary about customer intelligence, we came up with a much broader range of concerns.

Stephenson 10

Stephenson Customer Loyalty Wilde Loyalty 10

Harvard Business Review

MARCH 16, 2015

Talent Management. Randall Stephenson of AT&T explained, “We had 270,000 people we employed around the globe. ” Other talent management concerns that were mentioned once include: motivating people through hard times, retention and development, and managing diversity and cultural differences.

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Harvard Business Review

JANUARY 23, 2015

Applicants also have more information about each company’s selection process than ever before. Career websites like Glassdoor have “taken the mystique and mystery” out of interviews, says John Sullivan, an HR expert, professor of management at San Francisco State University, and author of 1000 Ways to Recruit Top Talent. .”

How To 8

How To Stephenson Stress Case Study 8