2004 Design Underperforming Technical Team 
Qmarkets
JULY 8, 2017
But we shouldn’t judge poor Charles too harshly, after all, we are all guilty of similar cognitive bias on a daily basis. This report from Sandroni & Squintani (2004) summarizes decades-worth of psychological research which confirms our innate predisposition towards overconfidence. Question the Unquestionable.
Qmarkets
APRIL 24, 2017
But we shouldn’t judge poor Charles too harshly, after all, we are all guilty of similar cognitive bias on a daily basis. This report from Sandroni & Squintani (2004) summarizes decades-worth of psychological research which confirms our innate predisposition towards overconfidence. Question the Unquestionable.
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IdeaSpies
AUGUST 31, 2018
Between 1996-2001, Jim Collins’ team researched and wrote a bestselling book called Good to Great. did a follow-on study that found 32 of the 50 companies described in these books to only matched or underperformed the market over their subsequent 15-to-20-year period. The title of this piece is ‘Great to Good’. The question is “Why?”
IdeaSpies
FEBRUARY 22, 2019
Between 1996-2001, Jim Collins’ team researched and wrote a bestselling book called Good to Great. did a follow-on study that found 32 of the 50 companies described in these books to only matched or underperformed the market over their subsequent 15-to-20-year period. The management consultant giant McKinsey and Co.
IdeaSpies
FEBRUARY 21, 2019
Between 1996-2001, Jim Collins’ team researched and wrote a bestselling book called Good to Great. did a follow-on study that found 32 of the 50 companies described in these books to only matched or underperformed the market over their subsequent 15-to-20-year period. The title of this piece is ‘Great to Good’. Now, how about these?
The Inovo Group
MAY 23, 2017
“This new mode of organization—a ‘network of teams’ with a high degree of empowerment, strong communication, and rapid information flow—is now sweeping businesses and governments around the world.” – Gen. Work is organized by programs and projects and done by purpose-built teams. Sense and sort signals – strong and weak.
Harvard Business Review
JANUARY 20, 2014
The belief that there is a direct connection between the board of directors and organizational success has been gaining ground lately, evidenced by the pressure shareholder activists have been exerting on boards for transparency as well as the “ zombie director ” movement to remove underperforming directors from boards.
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