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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Why Businesses Don't Experiment
內容大綱
Companies pay amazing amounts of money to get answers from consultants or rely on focus groups, a dozen people riffing on something they know little about, to set strategies. What companies won't do is experiment to find evidence of the right way forward. Why? One reason is that experiments require short-term sacrifices for long-term gains. Companies (and people) are notoriously bad at making those trade-offs. Another is that there's the false sense of security that heeding experts provides. When we pay consultants, we want an answer from them and not a proposal for what experiment to conduct. As human beings, we tend to value answers over questions because answers allow us to take action, while questions mean that we need to keep thinking to work things out.