Skip Prichard

JUNE 3, 2020

Daniel Kahneman. And, as anyone who closely follows simulation and prototyping tools knows, their use has become pervasive in manufacturing businesses, even though companies still grapple with the integration and management issues I wrote about in 2003. We are too willing to reject the belief that much of what we see in life is random.”

Power 95

Power Kahneman Open-book Learning-by-Doing 95

Skip Prichard

JUNE 1, 2020

Daniel Kahneman. 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. Here’s a shocking statistic: two-thirds of senior managers can’t name their firm’s top priorities! I recently spoke with him about his work. We’re blind to our blindness.

Leadership 109

Leadership Open-book Learning-by-Doing Quality 109

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

AUGUST 14, 2018

“Death by a Thousand Cuts” Based on a comprehensive five-year study, my new research paper, published in the Academy of Management Discoveries this year, systematically identifies the reasons behind the failures of major Western digital firms in China. poor management of relations with Chinese regulators and the government.

Competitive Advantage 11

Competitive Advantage Business Model Technology Marketing 11

Harvard Business Review

JUNE 5, 2018

As soon as you step into a top position at a company that needs to significantly improve the way it operates, there’s pressure to get off to a quick start. Managers grumbled, and the CEO wasn’t as enthusiastic as he should have been, but Greg assumed these were consequences of the inevitable resistance to change.

Supply Chain 12

Supply Chain CEO Kahneman Self-aware 12

Harvard Business Review

NOVEMBER 10, 2011

As this argument holds, the short-term pressure of the capital markets, coupled with management incentives tied tightly to stock prices, make it hard for companies to investment in new growth businesses. The halo effect leads companies to assuming their best operators can seamlessly shift into innovation work. Any other ideas? *

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

JUNE 15, 2012

As detailed in Daniel Kahneman's best-selling book, Thinking, Fast and Slow , it is only human to misjudge how much we know — and how much others know. It includes decision analysis, game theory, and operations research. Only such evaluation allows leaders need to know if their experts are overconfident or underconfident.

Kahneman 15

Kahneman Game Theory Committee Analysis 15