Sublime

What organizations dedicated to running reliable algorithms often fail to realize is that while they reduce the risk of small variations in their businesses,

Peter Drucker commented in 1998 that most information systems were focused on internal accounting data and “have aggravated what all along has been management’s degenerative tendency, especially in the big corporations: to focus inward on costs and efforts, rather than outward on opportunities, changes, and threats

In essence, skinless scouting games boost variety at the expense of precision. You can engage a broader set of actors working on other things to send you their deal flow in exchange for value. This is a good idea if your filtering costs are low. Conversely, if deal costs are high, you might want to consider some element of risk. Either financial

But overall the profession does not excel at seeing trouble ahead and unlike engineering disciplines it doesn’t have a branch of forward-looking failure-mode analysis or of post-crash forensic analysis.

what University of Chicago economist David Galenson has dubbed “experimental innovators.”

Berg demonstrated this in an experiment by asking people to generate product ideas and then come up with a list of evaluation criteria, and subsequently measured the success of the ideas with an actual audience. Thinking like creators and then donning the manager hat dropped their forecasting accuracy to 41 percent.

we know that, when given access to general purpose tools, people figure out ways to use them6 to make their jobs easier and better. The results are often breakthrough inventions, ways of using AI that could transform a business entirely. People are streamlining tasks, taking new approaches to coding, and automating time-consuming and tedious parts