| The Loop You Can’t Get Out Of |
| An Interview with Jay Forrester |
| A few words from the father of system dynamics on organizational decision making, human frailty and the reasons that managers trying to solve problems so often just make them worse. |
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| Innovating Our Way to a Meltdown |
| By Peter Cebon |
| To understand the financial crisis, view it as a systems accident. |
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| Does Current Copyright Law Hinder Innovation? |
In his book Remix, Stanford”s Lawrence Lessig argues for a new approach. |
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| Confidence, Tricked |
| By Simon Johnson |
| What really precipitated the global financial crisis |
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| Financial Engineering’s Fallout |
| By Didier Cossin |
| It”s time to bring morality back into finance – and time for business leaders to take risk seriously. |
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| What People Want (and How to Predict It) |
| By Thomas H. Davenport and Jeanne G. Harris |
| Companies now have unprecedented access to data and sophisticated technology that can inform decisions as never before. How successful are they at helping forecast what customers want to watch, listen to and buy? |
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| The Prediction Lover’s Handbook |
| By Thomas H. Davenport and Jeanne G. Harris |
| Assessment tools for better-informing decisions have proliferated. Here”s an insider”s guide to prediction and recommendation techniques and technologies. |
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| How ‘Who You Know’ Affects What You Decide |
| By Rob Cross, Robert J. Thomas and David A. Light |
| Informal decision networks – both within teams and throughout organizations – can systematically bias the way decisions are framed and carried out. Here”s how to build your networks right. |
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| Why We Miss the Signs |
| By Paul J.H. Schoemaker and George S. Day |
| It often seems that changes and threats come out of nowhere – until we learn later that the signals were there all along and we just didn”t read them correctly. One step toward reading them better is understanding why we misinterpret them in the first place. |
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| Decisions 2.0: The Power of Collective Intelligence |
| By Eric Bonabeau |
| Information markets, wikis and other applications that tap into the collective intelligence of groups have recently generated tremendous interest. But what”s the reality behind the hype? |
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| A Manager’s Guide to Human Irrationalities |
| An Interview with Dan Ariely |
| People aren”t stupid – they just often act that way. Noted behavioral economist Dan Ariely explains what that should mean for strategists. |
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| Does It Pay To Be Good? |
| By Remi Trudel and June Cotte |
| In surveys, customers have long claimed that they'd pay more for ethically produced goods. But is that what happens when they actually buy things? New experiments offer answers. |
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| How Boards Can Be Better — a Manifesto |
| By Robert J. Thomas, Michael Schrage, Joshua B. Bellin and George Marcotte |
| The nominally independent board of directors is in fact often dependent on management for information. But new pressures on companies, more cooperative approaches and new technologies can render directors increasingly effective as evaluators and advisers. |
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| Profiles of Trust: Who to Turn To, and for What |
| By Cathleen McGrath and Deone Zell |
| When seeking help from their network, top managers don”t leave it to chance. They think strategically about what type of advice to seek from what type of person. |
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| What Is Your Management Model? |
| By Julian Birkinshaw and Jules Goddard |
| This could be the second most important question you ever ask about your business. Here”s how to answer it. |
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| Why Outsiders Trump Insiders (And Why They Shouldn’t) |
| By Thomas C. Redman |
| Insiders often find their opinions carry very little weight. Even data from competitors can seem superior |
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