Image courtesy of Flickr user jacilluch.

Winter 2009
Volume 50, Issue # 2

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Image courtesy of Flickr user jacilluch.

What People Want (and How to Predict It)

  • Research Feature
  • Read Time: 27 min 

Companies now have unprecedented access to data and sophisticated technology that can inform decisions as never before. How successful are they at helping forecast what customers want to watch, listen to and buy?

Image courtesy of Flickr user sean dreilinger.

Why We Miss the Signs

  • Research Highlight
  • Read Time: 4 min 

It often seems that changes and threats come out of nowhere – until we learn later that the signals were there all along and we just didn”t read them correctly. One step toward reading them better is understanding why we misinterpret them in the first place.

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Does It Pay To Be Good?

  • Research Feature
  • Read Time: 21 min 

In surveys, customers have long claimed that they’d pay more for ethically produced goods. But is that what happens when they actually buy things? New experiments offer answers.

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Image courtesy of IKEA.

What Is Your Management Model?

  • Research Feature
  • Read Time: 25 min 

Companies are experimenting with new business models, from examples like MinuteClinic, a pioneer in low-cost retail health care that treats everyday ailments inside a drugstore, to Joost.com, an innovator in Web-based TV operated by Joost Technologies B.V. of the Netherlands. But genuinely new business models are hard to come by. Companies are therefore on the lookout for new forms of competitive advantage. One emerging possibility is the idea that a company’s management model can become a source of advantage.

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The Prediction Lover’s Handbook

  • Opinion & Analysis
  • Read Time: 7 min 
Assessment tools for better-informing decisions have proliferated. Here’s an insider’s guide to prediction and recommendation techniques and technologies.
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How Boards Can Be Better — a Manifesto

  • Research Feature
  • Read Time: 17 min 

The nominally independent board of directors is in fact often dependent on management for information. But new pressures on companies, more cooperative approaches and new technologies can render directors increasingly effective as evaluators and advisers.

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