Embrace your ignorance

• Autores: Michael Schrage
• Localización: MIT Sloan management review, ISSN 1532-9194, Vol. 56, Nº 2, 2015, págs. 95-96
• Idioma: inglés
• Texto completo no disponible (Saber más ...)
• Resumen

  • The better business experimenters have cultivated an unusual way of adapting to their demonstrably limited powers of perspective: They're humbled. Data from experiments should ideally encourage executive curiosity and humility. Unfortunately, that rarely happens. Too many executives worldwide would rather use their expertise to think or intuit what's best for their customers than run even the simplest experiment. They take pride in their gut. That's a huge managerial mistake. Organizations may be confident they know their customers, but they're very likely to be overconfident. Most executives aren't nearly as smart, perceptive or customer-centric as they believe. In today's digital economy, presumptuousness is for losers. The simple truth is that, on average, testable hypotheses and simple experiments that reveal customer preferences are smarter investments in customer insight than intuitions and ideas