Sublime

Here’s how the math works: If your firm is pretty good

When strategic decisions need to be made, the perspectives of frontline people are considered.

Expertise-based practices, as a generalization, tend to be based in a single location relying on the development of a national or regional reputation to attract clients.

the firm that has a program of continuously soliciting, analyzing, and acting upon such input will be better positioned to capitalize on strategic opportunities than the firm that gets such input on an opportunistic, irregular basis.

firm whose practice-mix was made up predominantly of clients who, rather than needing the profession’s most creative talent, wanted to find a firm that had accumulated experience in handling certain types of problems, and would not take an expensive “start with a blank sheet of paper” approach to the problem.

Illustrated on this page is an ideal model of decision-making in a know-how business.

after exhausting my abilities as a client to make technical distinctions, I am still left with a choice of reputable firms with good references, all eminently capable of solving my problem. This leads to an important conclusion: Unless their skills are truly unique, unmatched by any competitor, professionals are never hired because of their technic

John [Shapiro] and I, we’re the yellow pad people. We always did our analysis just on the yellow pad. It makes you much more sensitive to getting something generally right, as opposed to a multivariate, 600-line model that can get everything precisely wrong.

En 2009, Kahneman et Klein ont, ce qui n’est pas commun, coécrit un article dans lequel ils ont confronté leurs points de vue, pas pour le plaisir de la confrontation, mais pour trouver un terrain d’entente. Et ils l’ont trouvé. Ils sont tombés d’accord sur un point : l’expérience permet aux spécialistes de s’améliorer, mais seulement dans certains