Skip Prichard

JUNE 3, 2020

Daniel Kahneman. When it finally came to my attention, I realized right away that large-scale, controlled experimentation would revolutionize the way all companies operate their businesses and how managers make decisions. Consider Kohl’s, the large retailer, which in 2013 was looking for ways to decrease its operating costs.

Power 94

Power Kahneman Open-book Learning-by-Doing 94

Harvard Business Review

NOVEMBER 10, 2011

The most punishing innovations, they argued, were the ones that were easy to dismiss at first blush — simple, affordable solutions that took root outside the mainstream market. Academic journals have dissected the disruptive innovation theory and hundreds of thousands of students around the world have seen Christensen's famous model.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Skip Prichard

JUNE 1, 2020

Daniel Kahneman. It’s in the new that insights, ideas, and innovation comes from. If you’re operating as a know-it-all, you have an underlying belief that that any new stuff really isn’t of much value. I recently spoke with him about his work. We’re blind to our blindness. We have very little idea of how little we know.

Leadership 105

Leadership Open-book Learning-by-Doing Quality 105

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. ineffective innovation strategies. failure to fully embed operations in China. 5 Principles for Innovation in Emerging Markets.

Competitive Advantage 11

Competitive Advantage Business Model Technology Marketing 11

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 15

Kahneman Tversky Company Innovation 15

Harvard Business Review

DECEMBER 19, 2012

Behavioral economists like Dan Ariely and Nobel laureate economist Daniel Kahneman would say the framing of survey questions reflects a desire to capture what's most important or detect emergent pathologies. I know that Starbucks doesn't want to be McDonald's and brand its customer experiences around better operational efficiencies.

Kahneman 9

Kahneman Survey Brand Efficiency 9