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“Most integration processes fail by focusing exclusively on Logos”

Saturday October 29th, 2011 0 comments

Go back to your own experience: 8 to 10 months into the integration process (after a merger or an acquisition), the momentum seems to slow and difficulties surface. Michael Newman and I researched literature to see whether or not the observation our colleagues and I had about this specific moment was matched by others. These are some of what we…

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“How Loss Aversion may unconsciously impact our strategic thinking”

Friday October 21st, 2011 1 comment

Wikipedia provides the following definition for the psychological phenomenon known as Loss Aversion: “In economics and decision theory, loss aversion refers to people’s tendency to strongly prefer avoiding losses to acquiring gains. Some studies suggest that losses are two and a half times as powerful, psychologically, as gains. Loss aversion was first convincingly demonstrated by Amos Tversky and Daniel Kahneman”…

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“How Dilemmas Management will help your strategic thinking”

Saturday October 15th, 2011 0 comments

In a recent discussion, a psychiatrist friend of mine elaborated around the notion of “choice” and I found it particularly relevant to our professional lives: “Many people at the executive levels display one form or another of perfectionism. They are therefore very hard on themselves and their people. Referring to the risk aversion theory (which I was checking with him),…

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“We’re Number one: What could we possibly learn from you?” by Michael Newman

Saturday October 8th, 2011 0 comments

Our success comes from being smart; yours is simply due to luck. We benefit from our carefully crafted strategies; you just happened to be in the right place at the right time. We are confident; you are arrogant…. Dismissing the opposition is a comforting pastime, but becomes a real danger if they are hungrier than us.  In the Enablers Network,…

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Five steps to Death

Saturday October 1st, 2011 4 comments

I am profoundly grateful to those wonderful people who manage to summarize otherwise long and repetitive business books, in an article of 4 to 6 pages. A great company for this is obviously “Executive Book Summaries” (and now you know how consultants appear to find the time to read so many books…) Recently, I received from our partner Ben Clayton-Jolly…

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