While they go about things in very different ways, every organization is actually in the same business: behavioural change. Whether it is a bank encouraging consumers to switch to their product; a government agency trying to get citizens to pay taxes on time;or a health agency interested in improving the consumption of medication, behaviour-change challenges abound. As a result, some of the smartest organizations have begun to embed behavioural insights (BI) into their everyday processes. The authors describe the four main ways that BI can add value to any organization, as well as four approaches that an enterprise can take to embedding BI in its work.

As consumer touchpoints increasingly migrate online, it is important to understand how human nature manifests itself in a digital environment. The authors-including the head of the University of Toronto's Behavioural Economics in Action research institute-describe five behavioural biases brought on by a digital environment and present their research findings on three characteristics of digital behaviour: the 'screen effect'; the choice-engine effect; and the connectivity effect. They make it clear that online decision making is not merely the digitization of decision making in a brick-and-mortar world: It is a playing field with completely different rules.