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

NOVEMBER 10, 2011

In 1995, a young Harvard Business School Professor co-authored an article in Harvard Business Review , "Disruptive Technology: Catching the Wave." 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.

Innovation 15

Innovation Disruptive Innovation Christensen Kahneman 15

Harvard Business Review

JANUARY 6, 2014

A number of people noted that Nobel prize-winner Daniel Kahneman’s work, nicely summarized in his 2011 book Thinking Fast and Slow , influenced their thinking a great deal. .” This is true, and what’s amazing is that these are exactly the conditions under which algorithms do better than people. Why is this?

Kahneman 8

Kahneman Information Technology Environment Learning-by-Doing 8

Harvard Business Review

AUGUST 14, 2018

However, they have all failed in China, the world’s largest digital market. Google, for example, has succeeded in dominating many foreign markets that have radically different political systems and cultures (including Indonesia, Thailand, and Saudi Arabia). (The imposing technological platforms developed for the U.S.

Competitive Advantage 11

Competitive Advantage Business Model Technology Marketing 11

Harvard Business Review

MARCH 31, 2014

Should we bring product A or B to market? Which marketing strategy should we use? ” The first step, then, is to use a checklist to minimize decision biases, much like the one suggested by Kahneman. In this case, you have to change your expectation, not your marketing strategy. Why is that?

Kahneman 9

Kahneman Skills How To Marketing Strategy 9

Harvard Business Review

NOVEMBER 9, 2015

But there is a touchpoint that is even more influential, which marketers rarely think about and almost never measure: observing what other customers actually do. Each person was asked to report their experiences during the week of a brand in one of four categories: mobile handsets, soft drinks, technology products, and electrical goods.

Productivity 8

Productivity Products Hotels Kahneman 8

Harvard Business Review

JULY 9, 2014

The ongoing explosion of technologically-enabled business opportunities inherently expand the ethical dilemmas, quandaries and trade-offs managements will confront. Marketing experiments that might have cost hundreds of thousands of dollars in 1995 might cost a couple of hundred dollars in 2015; maybe less.

Ethics 8

Ethics Zimbardo Kahneman Explicit Knowledge 8