Sublime

above, most analytical exercises on “where the market is going” tend to result in firms reaching the same (obvious) conclusions as their competitors.

often find that the bottleneck to running more experiments shifts from technological difficulties to ones of culture.

The best manager is often neither the most outstanding professional, the best business getter, nor even the best “financial brain.”

five main reasons why human behaviour often departs from what we think of as conventional rationality. The first of these is signalling, the need to send reliable indications of commitment and intent, which can inspire confidence and trust.

Distinguish open-minded people from closed-minded people.

“If you want something done, give it to a busy person.”

University of Chicago psychologist Nicholas Epley points out that in day-to-day life we have access to the many thoughts that run through our own minds. But we don’t have access to all the thoughts that are running through other people’s minds. We just have access to the tiny portion they speak out loud. This leads to the perception that I am much

• How promptly and effectively do we measure our personalization efforts? How quickly do teams learn from and act on the results?