Podcasts about Management science

“You can create a virtual board of directors that will have different expertises and that will come up with ideas that a given person may not come up with.” – Felipe Csaszar About Felipe Csaszar Felipe Csaszar is the Alexander M. Nick Professor and chair of the Strategy Area at the University of Michigan’s Ross School of Business. He has published and held senior editorial roles in top academic journals including Strategy Science, Management Science, and Organization Science, and is co-editor of the upcoming Handbook of AI and Strategy. Webiste: papers.ssrn.com LinkedIn Profile: Felipe Csaszar University Profile: Felipe Csaszar What you will learn How AI transforms the three core cognitive operations in strategic decision making: search, representation, and aggregation. The powerful ways large language models (LLMs) can enhance and speed up strategic search beyond human capabilities. The concept and importance of different types of representations—internal, external, and distributed—in strategy formulation. How AI assists in both visualizing strategists' mental models and expanding the complexity of strategic frameworks. Experimental findings showing AI's ability to generate and evaluate business strategies, often matching or outperforming humans. Emerging best practices and challenges in human-AI collaboration for more effective strategy processes. The anticipated growth in framework complexity as AI removes traditional human memory constraints in strategic planning. Why explainability and prediction quality in AI-driven strategy will become central, shaping the future of strategic foresight and decision-making. Episode Resources Transcript Ross Dawson: Felipe, it’s a delight to have you on the show. Felipe Csaszar: Oh, the pleasure is mine, Ross. Thank you very much for inviting me. Ross Dawson: So many, many interesting things for us to dive into. But one of the themes that you’ve been doing a lot of research and work on recently is the role of AI in strategic decision making. Of course, humans have been traditionally the ones responsible for strategy, and presumably will continue to be for some time. However, AI can play a role. Perhaps set the scene a little bit first in how you see this evolving. Felipe Csaszar: Yeah, yeah. So, as you say, strategic decision making so far has always been a human task. People have been in charge of picking the strategy of a firm, of a startup, of anything, and AI opens a possibility that now you could have humans helped by AI, and maybe at some point, AI is designing the strategies of companies. One way of thinking about why this may be the case is to think about the cognitive operations that are involved in strategic decision making. Before AI, that was my research—how people came up with strategies. There are three main cognitive operations. One is to search: you try different things, you try different ideas, until you find one which is good enough—that is searching. The other is representing: you think about the world from a given perspective, and from that perspective, there’s a clear solution, at least for you. That’s another way of coming up with strategies. And then another one is aggregating: you have different opinions of different people, and you have to combine them. This can be done in different ways, but a typical one is to use the majority rule or unanimity rule sometimes. In reality, the way in which you combine ideas is much more complicated than that—you take parts of ideas, you pick and choose, and you combine something. So there are these three operations: search, representation, and aggregation. And it turns out that AI can change each one of those. Let’s go one by one. So, search: now AIs, the current LLMs, they know much more about any domain than most people. There’s no one who has read as much as an LLM, and they are quite fast, and you can have multiple LLMs doing things at the same time. So LLMs can search faster than humans and farther away, because you can only search things which you are familiar with, while an LLM is familiar with many, many things that we are not familiar with. So they can search faster and farther than humans—a big effect on search. Then, representation: a typical example before AI about the value of representations is the story of Merrill Lynch. The big idea of Merrill Lynch was how good a bank would look if it was like a supermarket. That’s a shift in representations. You know how a bank looks like, but now you’re thinking of the bank from the perspective of a supermarket, and that leads to a number of changes in how you organize the bank, and that was the big idea of Mr. Merrill Lynch, and the rest is history. That’s very difficult for a human—to change representations. People don’t like changing; it’s very difficult for them, while for an AI, it’s automatic, it’s free. You change their prompt, and immediately you will have a problem looked at from a different representation. And then the last one was aggregating. You can aggregate with AI virtual personas. For example, you can create a virtual board of directors that will have different expertises and that will come up with ideas that a given person may not come up with. And now you can aggregate those. Those are just examples, because there are different ways of changing search, representation, and aggregation, but it’s very clear that AI, at least the current version of AI, has the potential to change these three cognitive operations of strategy. Ross Dawson: That’s fantastic. It’s a novel framing—search, representation, aggregation. Many ways of framing strategy and the strategy process, and that is, I think, quite distinctive and very, very insightful, because it goes to the cognitive aspect of strategy. There’s a lot to dig into there, but I’d like to start with the representation. I think of it as the mental models, and you can have implicit mental models and explicit mental models, and also individual mental models and collective mental models, which goes to the aggregation piece. But when you talk about representation, to what degree—I mean, you mentioned a metaphor there, which, of course, is a form of representing a strategic space. There are, of course, classic two by twos. There are also the mental models which were classically used in investment strategy. So what are the ways in which we can think about representation from a human cognitive perspective, before we look at how AI can complement it? Felipe Csaszar: I think it’s important to distinguish—again, it’s three different things. There are three different types of representations. There are the internal representations: how people think in their minds about a given problem, and that usually people learn through experience, by doing things many times, by working at a given company—you start looking at the world from a given perspective. Part of the internal representations you can learn at school, also, like the typical frameworks. Then there are external representations—things that are outside our mind that help us make decisions. In strategy, essentially everything that we teach are external representations. The most famous one is called Porter’s Five Forces, and it’s a way of thinking about what affects the attractiveness of an industry in terms of five different things. This is useful to have as an external representation; it has many benefits, because you can write it down, you can externalize it, and once it’s outside of your mind, you free up space in your mind to think about other things, to consider other dimensions apart from those five. External representations help you to expand the memory, the working memory that you have to think about strategy. Visuals in general, in strategy, are typical external representations. They play a very important role also because strategy usually involves multiple people, so you want everybody to be on the same page. A great way of doing that is by having a visual so that we all see the same. So we have internal—what’s in your mind; external—what you can draw, essentially, in strategy. And then there are distributed representations, where multiple people—and now with AI, artifacts and software—among all of them, they share the whole representation, so they have parts of the representation. Then you need to aggregate those parts—partial representations; some of them can be internal, some of them are external, but they are aggregated in a given way. So representations are really core in strategic decision making. All strategic decisions come from a given set of representations. Ross Dawson: Yeah, that’s fantastic. So looking at—so again, so much to dive into—but thinking about the visual representations, again, this is a core interest of mine. Can you talk a little bit about how AI can assist? There’s an iterative process. Of course, visualization can be quite simple—a simple framework—or visuals can provide metaphors. There are wonderful strategy roadmaps which are laid out visually, and so on. So what are the ways in which you see AI being able to assist in that, both in the two-way process of the human being able to make their mental model explicit in a visualization, and the visualization being able to inform the internal representation of the strategist? Are there any particular ways you’ve seen AI be useful in that context? Felipe Csaszar: So I was very intrigued—as soon as LLMs became popular, were launched—yeah, ChatGPT, that was in November 2022—I started thinking, there are so many ways in which this could be used. So myself and two co-authors, Hyunjin Kim and Harsh Ketkar, we wrote a paper, one of the initial papers on how AI can be used in strategy. It’s published in Strategy Science, and in that paper, we explore many ways in which AI could be used in strategy. Of course, you can ask AI about coming up with answers to questions that you may have. You can also use AI to use any of these frameworks that have been developed in strategy. It was very clear to us that it was usable. Then the question was, how good are those uses? What’s the quality of current AI doing this type of task? So what we did is an experiment where we compared the performance of AI to the performance of humans. In strategy, there are two types of tasks: one is to generate alternatives, and the other is to select alternatives. You have a problem—the first thing you want to do is have possible solutions, and then you want to be able to pick the best out of those. So we had two experiments: one where we measured the ability of AI to generate alternatives, another to select. For generation, what we did is we got data from a business plan competition where people were applying with business plans that all had the same format. The important thing is that the first paragraph of that application had the problem—a problem that they thought was important. So we took all of those applications and removed everything except for the problem, and then we gave that problem to an AI and asked the AI, “Hey, complete the rest of the business plan.” So now we have business plans that are real, and the AI twins of those—business plans created by an AI that try to solve the same problem. Then we put both in a kind of business plan competition, where we had people with experience in investments ranking all of these business plans, and they didn’t know which ones were created by humans and which ones were created by AIs. We looked at their evaluations at the end of the day, and on average, the ones that were generated by the AI were ranked a little bit higher—7% higher—than the ones that were generated by humans. So at least in this very specific context of business plan competitions, there’s potential. We’re saying, hey, AI could generate things at a level that is comparable to the people applying to this type of business plan competition. That has a lot of potential. We could use it in different ways. The other part of this study was to measure the ability of AI to select strategies among strategies. There, what we did is use data from another business plan competition, where all of the business plans had been evaluated by venture capitalists according to 10 dimensions: how strong is the idea, how strong is the team, how strong is the technology, etc. Then we gave an AI the same rubric that the venture capitalists received and asked the AI to rank or grade each one of these startups according to these 10 dimensions. Then we compared how similar the evaluations of the LLM were to the evaluations of the venture capitalists, and we showed that they are quite similar—there’s a correlation of 52%. This, again, tells us that there is potential here. An AI could do things that are quite similar to an experienced human evaluating this type of startup. A very interesting result there is that the correlation between two venture capitalists is lower than that 52%. So if you want to predict what a venture capitalist is going to say about your business, you’re better off asking an LLM than asking another venture capitalist. Ross Dawson: Yes, which perhaps shows the broad distribution of VC opinions. So obviously, LLMs can play valuable roles in many aspects of the strategy process, but this brings us back to the humans plus AI role. There are many—again, a big topic—but rather than looking at them, comparing what humans and AI did, where do you see the primary opportunities for humans and AI to collaborate in the strategy process? Felipe Csaszar: Yeah, yeah. So I think that’s a fascinating question, and my guess is that the study of the strategy process will completely change in the next 10 to 20 years. So far, all of the strategy process has been to study what happens when you have multiple people making strategy decisions. In the past, we studied things like devil’s advocate, or we have studied the role of changing the size of the group of people making decisions, or the consensus level required. But in the future, there will be AIs in this process that will have completely different bounds or capacities than humans. So we will need to learn what’s the best way of collaborating with them and including them into the strategic decision making process. Today, we don’t know much about it. We are beginning to learn things, like the study I mentioned—hey, in this task, it seems to be better—but there’s so much that we need to learn. I am working on some things, but it’s still early. Ross Dawson: Going back to the distributed representation—this is something where, of course, distributed representation can be in multiple people. Arguably, it can include human and AI agents as each having different representations. But this goes, of course, to the aggregation piece, where the aggregation is—you have a board of directors, group of executives, potentially a participative strategy process bringing more people into the organization. What are the specific roles of AI in assisting or facilitating effective aggregation to form a cohesive strategy? Felipe Csaszar: Yeah, so the truth is, we yet don’t know. There’s not enough research. We’re starting to think about it. We can see many uses, and I think what people should be doing now is running experiments to see when those add value and when they don’t. It will be different for different companies in different industries, so probably there’s no one solution that’s the same for everybody. For example, one possible use in strategic decision making is predicting what your competitors would do. If I do this, what would be the most likely reaction of my competitor? That’s one. Another one is predicting consumers: if I launch this product with this set of characteristics, what would be the most likely response of my consumers? In strategy, something that has been very popular for the last 20 years is something called the Blue Ocean Strategy, which is a method to come up with new offerings, with new value propositions, but that requires a lot of creativity. With AI, you can automate part of that. At the end of the day, it’s a search process. You have to think about what would happen if I add this, or if I add this other thing, or if I increase this. Part of that can be automated—that would be another use. Or if you have different proposals—in this other study, we show, hey, AI is good at evaluating, so if you have the right rubric, this can automate the evaluation, or can automate the first part of that evaluation so that you only have to spend your time among the really complicated, more sophisticated decisions or alternatives. There are many, many things that can be done at this point. Ross Dawson: Which goes to, I think, one of the interesting points in your work—representational complexity. Some strategies are arguably simple; other strategies, you can call them more sophisticated, but they are more complex. The representation of complexity is greater. There are two things that are required for that. One is, of course, sophisticated thinking, but also, because strategy in any organization involves multiple people, it requires that there is an ability for a number of people together to hold a hopefully similar or very similar representation of a quite complex topic. What are ways in which AI can be used to enhance that development of more sophisticated or nuanced or complex representations that can support a better strategy? Felipe Csaszar: So that’s a great point. I have a paper from before this new round of AI called exactly that—representation complexity. There has been a long-standing discussion in strategy of when you want to use a simple representation, whether it’s better to use a complex representation, or something in between. We tried to clarify when each one of these applies. But then came this new round of AI, and I think it changes things a lot. I talk a little bit about this in a chapter I uploaded recently—it’s called “Unbounding Rationality.” The key thing there is that humans—we have our own computer here, it’s the brain, and the brain has some constraints. One very important for strategy is the capacity of our working memory. There’s this famous paper from the 1950s called “The Magical Number Seven,” that we can hold in our working memory seven plus or minus two items—so between five and nine things we can keep at the same time in our mind. That’s why, for example, I think all strategy frameworks are very simple. There’s the five forces—fits within our working memory—or these typical two by twos, they have four quadrants—fits within our working memory. But AIs don’t have that bound. They are not constrained by the same working memory constraint that we have. So I would expect that future frameworks will be much more complex, that representational complexity will increase because of AI. Of course, frameworks of the future won’t have a million things, because when you put too many things, you’re overfitting—it works well with things that happened in the past, but not in the future—but they will probably have more than five things. Also, another reason for not having a million things inside a framework is that at the end of the day, you will still need to communicate frameworks. You will need to convince the other people in the organization, the ones that are implementing the strategy, that this is the right strategy. You will need to convince them, so you don’t want to have something that’s extremely complex. But my guess would be that the complexity of frameworks and of strategies will increase with AI. Ross Dawson: So looking forward—you talked about 10 or 20 years. If we see the current pace of capability development of LLMs on a similar trajectory, where do you see the remaining role of humans as a complement to AI in shaping strategy? I think you mentioned this possibility of essentially AI forming strategy, but I think for a wide array of reasons, it will be human plus AI—humans will play a role as final decision maker or other things. So where do you see those fundamental human capabilities still being retained for the foreseeable future, as a complement to AI in strategy? Felipe Csaszar: So I think that for the next 10, 20, maybe 30 years, humans will be really busy coming up with how to use AI—all of these experiments that we mentioned, people will be running all of those things in all different industries, and that takes a while. That will require human ingenuity and trying things and really understanding strategy and understanding the capabilities of AI. So I don’t see AI replacing human strategists in the very short term. On the contrary, because of AI, strategists will be more busy finding what are the best ways of using AI in their businesses. I think 10, 20, or 30 years is very reasonable. If you think about the previous technological revolution, which I could say was the Internet—the technology for the Internet, we could say, existed since around ’94. The World Wide Web is from ’94, browsers are from ’94, bandwidth enough to send email. Essentially all of the technology that supports internet business today was mostly in place in the mid to late ’90s. But the businesses, or people, ended up using all of those things 10 or 20 years after that, because it takes a long time for people, for strategists, to come up with the idea—for someone to come up with the idea of, let’s say, Netflix or eBay or PayPal or Facebook—all of those things, they take time for people to understand this is doable. Then it takes time to implement. Then it takes time for users to say, “Hey, this is useful.” There’s a lot of adaptation, and then there will be regulation. So the whole process takes a long time. I don’t think that businesses will change from one day to the next. It will be a relatively slow process that will take decades. When we look back in 20 years from now, we will see, “Hey, everything changed,” but every year we will see just a little bit of change, like what happened with the Internet. So I imagine that people designing strategies, implementing strategies, they will be very busy in the next 20 years. Ross Dawson: So to round out, I won’t ask you to make predictions, but maybe some hypotheses. What do you think are some interesting hypotheses that will inform your research—not just next year, but in the years beyond? Where do you think are the interesting avenues that we should be not just exploring and researching, but where there is a valid and useful hypothesis? Felipe Csaszar: Yeah, so many things, but one very important—I think that strategy will be more about making the right predictions. The role of foresight. It turns out that when you want to train a machine learning algorithm, you need to have some signal that informs how you train the system. It’s called the gradient, or the objective function. So in strategy, we will need to make that more central, and then think, what are the best ways in which you can use AI to make the right predictions? That requires measuring the quality of predictions. So you change this in the business, and this ends up happening. We want an AI to be able to do that. So coming up with ways in which you can measure the quality of decisions will become more important, so that we can train those AIs. That’s one. And very related to that is, well, the thing that’s generating the predictions are representations, and then it’s coming up with those more complex representations that are better at making decisions or are better at discovering things that are hard for humans to discover. Those are the two main things. I think the future of strategy will be about finding ways of improving foresight and finding ways of improving the thing that creates that foresight, which are the representations. All of that will change what has been called the strategy process—how we make decisions in strategy. Ross Dawson: So I just need to pick up on that point around prediction. One of the challenges with external predictions is that, then, as a strategist, you have to say, either I will build my strategy based on that prediction, or I question that prediction. I think there are alternatives or attribute probabilities to it. So even if a prediction machine gets better, it’s still very challenging, particularly cognitively, in terms of accountability for the strategist to incorporate a prediction where you don’t necessarily have all of the logic behind the prediction as a machine learning model to incorporate. So how can a strategist incorporate what may be a relatively black box prediction into an effective strategy? Felipe Csaszar: Yeah, well, and here we are in the conjecture part of this interview. So my answer is in that spirit. I think there are two ways out of this. One is that we will ask for explainable predictions. There’s a whole area of AI called Explainable AI, which is exactly trying to do this—not just say what’s the best prediction, but why the AI is saying that’s the right prediction. So that could develop, and probably that will develop, because humans will question whatever the AI will predict. That’s one way. The other is, imagine that the AI becomes very, very, very good at making predictions. Then at some point, it doesn’t matter if it can explain it or not—it’s just making very good predictions. It’s like, imagine you want to win at chess and you have this machine that can play chess very well. This machine wins at chess. You don’t need to exactly understand how that machine is making each one of those decisions. But if the machine is very good at it, and it’s consistently good at it, people will use it. In a sense, the market will decide. If this works better than a machine that provides an explanation for each one of the steps, people will just go with the one that’s making the right prediction. Ross Dawson: I think there’s all sorts of other places we can go to from there, but that’s fascinating. So where can people go to find out more about your work? Felipe Csaszar: Well, I upload all of my stuff to SSRN. So if you Google my name and SSRN, you will find all of my papers. In the near future, like in the next three months or so, I’ll have two things coming out. One is a Handbook of AI, written also with my co-editor Nan Jia from USC, that will have 20 chapters that will explore different ways in which AI will be affecting strategies—the Handbook of AI and Strategy, published by Elgar. And then around that same time, there will be a special issue of the Strategy Science journal where I’m one of the co-editors, which will be exactly about the same—about AI and strategic decision making. We already have accepted several of the papers for that special issue. Those papers will be pushing the frontier of what we know about AI and strategic decision making. Ross Dawson: That’s fantastic. I will certainly be following your work—very highly aligned with the humans plus AI movement. And thank you for all of the wonderful research and work you’re doing. Felipe Csaszar: Thank you so much, Ross. It’s been a pleasure. The post Felipe Csaszar on AI in strategy, AI evaluations of startups, improving foresight, and distributed representations of strategy (AC Ep32) appeared first on Humans + AI.

Usually, I feel like a Nincompoop. I am embarrassed. I feel like a failure. I can't do things right. Always. But, it means I try. As an Associate Professor of Strategy and Innovation at Florida State University, I study how firms innovate and learn from failure. I have (co)founded three ventures, one failed, two are doing okay. One is R3ciprocity.com, a platform for researchers to create "non-rejectable papers" through the power of community and AI. R3ciprocity aims to allow researchers to create nearly non-rejectable research papers and grants, and have fun too! Through R3ciprocity, I also engage with a global audience of researchers and practitioners, sharing insights and hope to millions of people on research, innovation, and strategy. I dabbled and failed to publish research in many contexts including editors, prospective entrepreneurs, medical technology, Formula 1 Racing, software development, content creators, and automobile recalls. Occasionally, it has gotten through. He has taught undergraduate, MBA, and doctoral courses on Strategy, Organizational Theory, Research Methods, and Innovation and Entrepreneurship. He is currently on the Editorial Board of Academy of Management Review, Organization Science, Strategic Organization, serves as the Secretary of the Strategy Division in the Academy of Management. He has published in such outlets as Harvard Business Review, Journal of Management, Journal of World Business, Management Science, Organization Science, and Strategic Management Journal. He has a PhD in Strategy from the Ivey School of Business (Western University), and degrees in Chemical Engineering, Management Science, and Sociology from the University of Waterloo. He held non-academic positions in scientific programming and public policy. He (co)founded the Ivey Medical Technology Innovation conference, CSOL, and R3ciprocity. The Carnegie School of Organizational Learning (CSOL) is the preeminent conference on decision-making and learning within and between organizations. Podcast: https://open.spotify.com/show/3886vB9hdqnmHkOZRFlyih?si=554c3eb0b6bd4a39 YouTube: https://youtube.com/c/r3ciprocityTeam Platform: https://www.r3ciprocity.com

This week, Iranian historian and returning guest Navid Zarrinnal calls in to the show from Tehran via telephone amid Iran's continued internet shutdown to elaborate on his recent dispatch for BreakThrough News, "Iran's Protests Explained: A Diary from Tehran." Navid is professor at the Lahore University of Management Sciences in the Islamic Republic of Pakistan, host of The Colony Archive, and working on his first monograph, "Secularisation, Mass Literacy and Education in Modern Iran." Navid gives us a timeline of events and shares his analysis, discussing key differences with previous waves of protest, the evidence and extent of foreign infiltration, the nature of the government's response, and what Iranians think about "regime change". Check out Navid's amazing work on The Colony Archive on YouTube. If you want to support the show and receive access to tons of bonus content, including the new and improved "Last Week in Lebanon" column and video blog by Roqayah and Lebanese war correspondent and our new third cohost Hadi Hoteit, you can subscribe on our Patreon for as little as $5 a month. Also, don't forget to subscribe, rate, and review the show on Apple Podcasts. We can't do this show without your support!!!

Join our hosts for Friday's show from 4-6pm where we will be discussing: 'Trump: New World Order?' and 'Loyalty: Love for one's homeland' Trump : New world order? Is anyone standing up to America's “New World Order”? Join us as we discuss Trump's approach to Venezuela, Greenland, Iran and beyond, and what it means for global influence and local communities. Loyalty to Nation As debates around faith, identity, and national belonging intensify, are Muslims being asked to prove a loyalty others are assumed to have? Join us as we discuss how loyalty is lived through responsibility, community service, and shared values that unite rather than divide. Guests: Dr Yunas Samad is Professor of South Asian Studies, an Emeritus Professor of Bradford University and Associate Fellow of Political Science at Lahore University of Management Sciences. Professor Adil Hussain Khan: Distinguished Professor and Chair of the Department of Religious Studies at Loyola University New Orleans. Professor Murrey Leith Producers: Noreen Niaz, Nabaht Nayrrah and Sana Nadeem

Is setting New Year's resolutions actually worth it, or are we setting ourselves up for inevitable failure? In this episode, I dig into the research on New Year's goal-setting and share what actually works (and what doesn't). Spoiler: resolutions DO work (they're 10x more effective than having no resolution at all) but only if you set them up right. I break down the science behind why most resolutions fail by February, the psychological mechanisms that make fresh starts powerful, and the specific strategies research shows will help you actually achieve your goals. Whether you're planning to grow your yoga business or setting personal development for 2026, this episode will help you set goals that stick. Ready to set goals that actually stick? Grab your notebook and start reframing your 2026 intentions using the strategies from this episode. And if you found this helpful, share it with a yoga teacher friend who needs to hear this too. Episode Links: Want to support my work? Leave a tip: https://jerrettdigital.thrivecart.com/podcast-tip-jar/  Check out our top resources for building your yoga business: https://allmatstaken.com/resources Connect with Adrianne on Instagram: https://www.instagram.com/allmatstaken/  Follow Adrianne on Pinterest: https://nz.pinterest.com/allmatstaken/  Further Reading: James Clear (2018). Atomic habits: An easy & proven way to build good habits & break bad ones.* https://amzn.to/3YpUcna  More References? Bryan, C. J., Walton, G. M., Rogers, T., & Dweck, C. S. (2011). Motivating voter turnout by invoking the self. Proceedings of the National Academy of Sciences, 108(31), 12653-12656. https://doi.org/10.1073/pnas.1103343108  Dai, H., Milkman, K. L., & Riis, J. (2014). The fresh start effect: Temporal landmarks motivate aspirational behavior. Management Science, 60(10), 2563-2582. https://doi.org/10.1287/mnsc.2014.1901  Dodson, W. W. (n.d.). How ADHD shapes your perceptions, emotions & motivation [Presentation]. https://adhd.dk/wp-content/uploads/sites/2/2022/05/Dodson-How-ADHD-Shapes-Your-Perceptions-Emotions-.pdf  Gollwitzer, P. M., & Sheeran, P. (2006). Implementation intentions and goal achievement: A meta-analysis of effects and processes. Advances in Experimental Social Psychology, 38, 69-119. https://doi.org/10.1016/S0065-2601(06)38002-1  Marcus, J. (n.d.). The misogi challenge: Taking risks and crushing your comfort zone. Depth Not Width. Retrieved January 5, 2026, from https://www.depthnotwidth.com/the-misogi-challenge-taking-risks-and-crushing-your-comfort-zone/  Misogi. (n.d.). About misogi. Retrieved January 5, 2026, from https://www.misogi.jp/en/about/  Morin, A. (2024, December 29). Why New Year's resolutions set you up to fail. Psychology Today. https://www.psychologytoday.com/us/blog/what-mentally-strong-people-dont-do/202412/why-new-years-resolutions-set-you-up-to-fail  Norcross, J. C., Mrykalo, M. S., & Blagys, M. D. (2002). Auld lang syne: Success predictors, change processes, and self-reported outcomes of New Year's resolvers and nonresolvers. Journal of Clinical Psychology, 58(4), 397-405. https://doi.org/10.1002/jclp.1151  Oscarsson, M., Carlbring, P., Andersson, G., & Rozental, A. (2020). A large-scale experiment on New Year's resolutions: Approach-oriented goals are more successful than avoidance-oriented goals. PLOS ONE, 15(12), e0234097. https://doi.org/10.1371/journal.pone.0234097  Polivy, J., & Herman, C. P. (2002). If at first you don't succeed: False hopes of self-change. American Psychologist, 57(9), 677-689. https://doi.org/10.1037/0003-066X.57.9.677  Sheeran, P., Liström, S., & Gollwitzer, P. M. (2024). The when and how of planning: Meta-analysis of the scope and components of implementation intentions in 642 tests. British Journal of Social Psychology. https://doi.org/10.1111/bjso.12744  Thorndike, A. N., Sonnenberg, L., Riis, J., Barraclough, S., & Levy, D. E. (2012). A 2-phase labeling and choice architecture intervention to improve healthy food and beverage choices. American Journal of Public Health, 102(3), 527-533. https://doi.org/10.2105/AJPH.2011.300391  Williamson, O., Swann, C., Bennett, K. J. M., Bird, M. D., Goddard, S. G., Schweickle, M. J., & Jackman, P. C. (2022). The performance and psychological effects of goal setting in sport: A systematic review and meta-analysis. International Review of Sport and Exercise Psychology, 17(2), 1050-1078. https://doi.org/10.1080/1750984X.2022.2116723 About The Show: All Mats Taken is the yoga business podcast helping yoga teachers grow sustainable teaching practices. Host Adrianne Jerrett explores yoga marketing strategies, business growth tactics, and how to build a yoga business aligned with your values and yogic philosophy...without the burnout. Whether you're struggling to fill classes, price your offerings, or create a teaching lifestyle you actually love, this podcast gives you actionable insights from experts who've been there. New episodes fortnightly. *Affiliate link: If you buy after clicking this link it won't cost you any more, but you'll help support the show. Thank you

Episode: 2548 INFORMS and the mathematics of problem solving.  Today, strange bedfellows.

This week on If/Then we're sharing an episode of GSB at 100, a limited audio series created especially for Stanford Graduate School of Business's Centennial. GSB at 100 presents a scrapbook of memories, ideas, and breakthroughs as Stanford GSB celebrates its first century and looks around the corner to what the next 100 years may hold. On this episode of GSB at 100, you'll experience Centennial Day, hear Dean Sarah A. Soule honor the past, celebrate the present, and look to what the future may hold. GSB at 100 depicts a school defined not only by its innovation and impact, but by its people: curious students, devoted faculty, and accomplished staff — a community of thinkers, dreamers, and doers.Learn more about the Stanford GSB CentennialSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

As usual in the final episode of the year, we hand out three awards for what we think are some of the finest pieces of information systems scholarship produced this year. Except that this time, we are live at the International Conference on Information Systems in Nashville, Tennessee, in a room packed with our listeners. While this means the quality of the audio of our recording is not so great, the quality of the papers we honor this year is. And with a room full of laughter celebrating great information systems scholarship, we end the year on a high note. Congratulations to Stefan, Christoph, and Jan for winning the Trailblazing Research Award, John and Prasanna for winning the Elegant Scholarship Award, and Yanzhen, Huaxia and Andrew for winning the Innovative Method Award 2025. References Lowry, M. R. L., Vance, A., & Vance, M. D. (2025). Inexpert Supervision: Field Evidence on Boards' Oversight of Cybersecurity. Management Science, https://doi.org/10.1287/mnsc.2023.04147. Porra, J., Hirschheim, R., Land, F., & Lyytinen, K. (2025). Seventy Years of Information Systems Development Methodologies from Early Business Computing to the Agile Era: A Two-part History. Part 1: From Pre to Early ISD Methodology Era: The Emergence of ISD Methodologies and Their Golden Era (1880–1980). Journal of Information Technology, 40(4), 441-469. Porra, J., Hirschheim, R., Land, F., & Lyytinen, K. (2025). Seventy Years of Information Systems Development Methodologies from Early Business Computing to the Agile Era: A Two-part History. Part 2: Later ISD to Early Post ISD Methodology Era: Adapting to Accelerated Context Expansion (1980–today). Journal of Information Technology, 40(4), 470-498. Abbasi, A., Somanchi, S., & Kelley, K. (2025). The Critical Challenge of using Large-scale Digital Experiment Platforms for Scientific Discovery. MIS Quarterly, 49(1), 1-28. Storey, V. C., Baskerville, R. L., & Kaul, M. (2025). Reliability in Design Science Research. Information Systems Journal, 35(3), 984-1014. Larsen, K. R., Lukyanenko, R., Mueller, R. M., Storey, V. C., Parsons, J., VanderMeer, D. E., & Hovorka, D. S. (2025). Validity in Design Science. MIS Quarterly, 49(4), 1267-1294. Vance, A., Eargle, D., Kirwan, C. B., Anderson, B. B., & Jenkins, J. L. (2025). The Fog of Warnings: How Non-Security-Related Notifications Diminish the Efficacy of Security Warnings. MIS Quarterly, 49(4), 1357–1384. Baiyere, A., Bauer, J. M., Constantiou, I., & Hardt, D. (2025). Fake News and True News Assessment: The Persuasive Effect of Discursive Evidence in Judging Veracity. MIS Quarterly, 49(3), 823-860. Seidel, S., Frick, C. J., & vom Brocke, J. (2025). Regulating Emerging Technologies: Prospective Sensemaking through Abstraction and Elaboration. MIS Quarterly, 49(1), 179-204. Burton-Jones, A., Boh, W., Oborn, E., & Padmanabhan, B. (2021). Advancing Research Transparency at MIS Quarterly: A Pluralistic Approach. MIS Quarterly, 45(2), iii-xviii. Horton, J. J., & Tambe, P. (2025). The Death of a Technical Skill. Information Systems Research, 36(3), 1799-1820. Chen, Y., Rui, H., & Whinston, A. B. (2025). Conversation Analytics: Can Machines Read Between the Lines in Real-Time Strategic Conversations? Information Systems Research, 36(1), 440-455. Grisold, T., Berente, N., & Seidel, S. (2025). Guardrails for Human-AI Ecologies: A Design Theory for Managing Norm-Based Coordination. MIS Quarterly, 49(4), 1239-1266. Clark, A. (2015). Surfing Uncertainty: Prediction, Action, and the Embodied Mind. Oxford University Press. Recker, J. (2021). Scientific Research in Information Systems: A Beginner's Guide (2nd ed.). Springer. Hirschheim, R., & Klein, H. K. (2012). A Glorious and Not-So-Short History of the Information Systems Field. Journal of the Association for Information Systems, 13(4), 188-235.

IN THIS EPISODE: In this episode, Denise Silber HBS MBA welcomes Professor Daniel Elfenbein,  a triple Harvard alumnus and entrepreneurship researcher at Olin Business School. Together, they explore the delicate balance entrepreneurs must strike between confidence and overconfidence, commitment and detachment, and the hard truth of knowing when to pivot—or when to quit. Dan shares insights drawn from his own entrepreneurial journey, research experiments, and global teaching experience. From biotech boardroom standoffs to mathematical models of founder behavior, he unpacks how emotions, attachment, and overconfidence affect decision-making in startups. You'll learn why "quitting" may just be the smartest pivot of all—and how founders can better calibrate their confidence to avoid costly mistakes. GUEST BIO: Daniel Elfenbein is Professor of Strategy at Washington University in St. Louis's Olin Business School. A triple Harvard alumnus, Dan earned his Ph.D. and M.A. in Business Economics from Harvard, and graduated summa cum laude with an A.B. in Chemistry. Dan is a leading scholar at the intersection of strategy, entrepreneurship, and organizational economics. His research delves into how trust, incentives, and behavioral biases shape outcomes in entrepreneurial ventures and strategic alliances. His work has been published in top-tier journals including the Academy of Management Review, Organization Science, Strategic Management Journal, Management Science, and The Review of Economic Studies. A central theme of Dan's research is understanding the nuanced role of overconfidence in entrepreneurial decision-making. His work—spanning computational modeling, experiments, and economic theory—has provided deep insights into how different forms of overconfidence (including overestimation and overprecision) influence venture formation, pivot strategies, and exit decisions. He has demonstrated that some forms of overconfidence can impede learning and decision-making, while others may be counterbalanced by well-designed experimentation programs. Dan served as Chair of the Strategy and Entrepreneurship Area at Olin from 2020 to 2024, where he championed a culture of scholarly excellence and cross-disciplinary collaboration. He served as Academic Director and then as Associate Dean for Olin's joint Executive MBA Program with Fudan School of Management in Shanghai. Prior to academia, Dan worked as a consultant at Monitor Company—a firm founded by Harvard Business School professors and graduates, including Michael E. Porter, with whom Dan had the great privilege to work. He also served as a staff economist with the President's Council of Economic Advisers in the Clinton Administration. He has held faculty appointments at Berkeley's Haas School of Business and has delivered invited talks at Harvard Business School, MIT Sloan, and London Business School, and more than 30 other universities around the globe.  

Send us a textOn this episode of The Get Ready Money Podcast, I spoke with Miguel Ferreira, creator of the Finance For All program, about why financial literacy is the foundation for making confident, informed decisions—and how it helps reduce stress, increase awareness, and improve long-term outcomes.

Learn how one of the world's biggest restaurant companies is turning data and AI into a recipe for global innovation. Cameron Davies, Chief Data Officer at Yum! Brands, shares how he's combining strategy, technology, and change management to drive gobal growth. He explains how Yum! is building AI literacy from the top down, reimagining operations with generative AI, and partnering with NVIDIA to scale innovation. Cameron reveals what true data leadership looks like, balancing bold ideas with business impact, and proving transformation starts with people, not technology.Key Moments:Start with the Business Problem, Not the Tech (04:27): Cameron recalls advice from a mentor, “start with the business problem down, not the technology up.” He emphasizes that innovation only matters when it solves real business challenges, reminding data leaders not to get enamored with the “cool” factor of technology at the expense of impact.Balancing Global Scale with Local Agility (07:45): Cameron unpacks the challenge of scaling analytics across 160 countries and four major brands, 98% of which are franchise-owned. He explains how Yum! balances centralization and autonomy, ensuring smaller markets have a voice while global teams leverage shared technology and insights.Building AI Literacy from the Top Down (13:44): Cameron describes Yum!'s investment in digital upskilling, from Harvard-led training for executives to hands-on AI workshops for employees. He outlines how the company is embedding AI tools, like Microsoft Copilot and ChatGPT, into daily workflows to build confidence and accelerate adoption.Digitizing the Restaurant: Byte By Yum! (17:18): Cameron introduces Byte By Yum!, a suite of proprietary software that simplifies restaurant operations. He explains how it unifies e-commerce, point-of-sale, voice AI, and kitchen systems to make running a restaurant easier and more efficient in an increasingly complex digital environment.Partnering with NVIDIA to Power the Future (25:12): Cameron shares how Yum!'s strategic partnership with NVIDIA is fueling next-generation restaurant innovation. He reveals how the collaboration gives Yum! early access to cutting-edge AI engineering and product strategy, extending his team's capabilities with some of the best minds in the field.Key Quotes:“Technology's actually a whole lot easier than people, and the more successful the people are, the harder it is to get them to change.” - Cameron DaviesThe business problem is the business problem. You never have as much data as you want, as fast as you want, as cleanly as you want. People are always people, but the opportunities are always the opportunities.” - Cameron Davies“I think sometimes we get so enamored with the technology… We forget it's all in the service of a business problem.” - Cameron DaviesMentionsByte By Yum!Yum! Brands to accelerate AI innovation in an industry-first collaboration with NVIDIA2025 AI & Data Leadership Executive Benchmark SurveyGuest Bio Cameron Davies currently serves as the Chief Data Officer at Yum! Brands since July 2020. Prior to this role, Cameron held the position of Senior Vice President of Corporate Decision Sciences at NBCUniversal, Inc. from September 2013 to July 2020, overseeing the Corporate Management Sciences and NBCU News Group Insights teams, focusing on advanced analytics and data strategies. Cameron's career at Walt Disney Co. spanned from October 1996 to September 2013, where responsibilities included leading the Walt Disney World Resort Forecast and Planning teams and managing global Yield Management. Cameron established and led the Corporate Center of Excellence in Management Science and Integration, collaborating with Disney executives on analytics initiatives. Earlier in the career, from May 1989 to June 1996, Cameron served as a Professor of Finance and Accounting at Pensacola Christian College, teaching various business courses. Cameron holds a Master of Business Administration (MBA) in Marketing Research and Operations Management from the UWF Lewis Bear Jr. College of Business and a Bachelor of Science in Business/Accounting from Pensacola Christian College. Hear more from Cindi Howson here. Sponsored by ThoughtSpot.

Dr. Corey Pfaffe is a Certified Public Accountant and Principal of MinistryCPA. They advise individuals and organizations as they steward the financial resources entrusted to them. Prior to this organization, Corey served as the Dean of the School of Business at Maranatha Baptist University in Watertown, Wisconsin. He holds a PhD in Management Science. Proverbs 3:9 says: "Honour the Lord with thy substance, and with the first fruits of all thine increase." We do this as we put our check in the church offering regularly, yet is there anything else we should be considering? Yes, there's the tax issue. Jesus said: "Render unto Caesar the things that are Caesar's, and to God the things that are God's." However, we aren't entitled to give Caesar more than he's entitled to. So is there a way we can do that without compromising our integrity while increasing our stewardship? This is where Dr. Pfaffe comes in as he explained a number of stewardship opportunities that he referred to as tax smart strategies. They include: Donor Advised Fund Qualified Charitable Distribution Gifts of Appreciated Stock Charitable IRA Request Required Minimum Distribution Listeners brought their questions to the broadcast as well, so there's a lot to take in and learn from this edition of Crosstalk.

Read the full transcript here. Are stock prices set by cash flows or crowd vibes? Why do bubbles last if “smart money” can short them? What should retail traders learn from GameStop and zero-commission options? When does momentum make sense - and when does it burn you? Why don't obvious mispricings get fixed - what actually stops arbitrage? Will AI help us think clearer, or supercharge manipulation and personalized pricing? Where should regulators draw the line on gamified trading and price discrimination? Do tariffs feel good because they keep others out—even if we pay more? What does the "winner's curse" mean for auctions, IPOs, and everyday deals? How much of what we want is copied from other people, and why does that matter for markets? Alex Imas is the Roger L. and Rachel M. Goetz Professor of Behavioral Science, Economics and Applied AI and a Vasilou Faculty Scholar at the University of Chicago Booth School of Business, where he has taught Negotiations and Behavioral Economics. Alex studies behavioral economics with a focus on cognition and mental representation in dynamic decision-making. His research explores topics related to choice under uncertainty, applied AI, discrimination, and how people learn from information. Professor Imas' work utilizes a variety of methods, including lab experiments, field experiments, analysis of observational data and theoretical modeling. His research has been published in the American Economic Review, Journal of Finance, Proceedings of the National Academy of Sciences, Quarterly Journal of Economics, and Management Science, among others. Links: The Winner's Curse Alex's personal website Alex's Twitter Staff Spencer Greenberg — Host + Director Ryan Kessler — Producer + Technical Lead WeAmplify — Transcriptionists Igor Scaldini — Marketing Consultant Music Broke for Free Josh Woodward Lee Rosevere Quiet Music for Tiny Robots wowamusic zapsplat.com Affiliates Clearer Thinking GuidedTrack Mind Ease Positly UpLift [Read more]

Dr. Corey Pfaffe is a Certified Public Accountant and Principal of MinistryCPA. They advise individuals and organizations as they steward the financial resources entrusted to them. Prior to this organization, Corey served as the Dean of the School of Business at Maranatha Baptist University in Watertown, Wisconsin. He holds a PhD in Management Science. Proverbs 3:9 says: "Honour the Lord with thy substance, and with the first fruits of all thine increase." We do this as we put our check in the church offering regularly, yet is there anything else we should be considering? Yes, there's the tax issue. Jesus said: "Render unto Caesar the things that are Caesar's, and to God the things that are God's." However, we aren't entitled to give Caesar more than he's entitled to. So is there a way we can do that without compromising our integrity while increasing our stewardship? This is where Dr. Pfaffe comes in as he explained a number of stewardship opportunities that he referred to as tax smart strategies. They include: Donor Advised Fund Qualified Charitable Distribution Gifts of Appreciated Stock Charitable IRA Request Required Minimum Distribution Listeners brought their questions to the broadcast as well, so there's a lot to take in and learn from this edition of Crosstalk.

This week on If/Then we're sharing an episode of GSB at 100, a limited audio series created especially for Stanford Graduate School of Business's Centennial. GSB at 100 presents a scrapbook of memories, ideas, and breakthroughs as Stanford GSB celebrates its first century and looks around the corner to what the next 100 years may hold.On this episode of GSB at 100, you'll step inside the classrooms where teaching sparks transformation.Learn more about the Stanford GSB CentennialSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Keller is an aerospace engineer and graduate of the School of Engineering, University of California at Los Angeles. He received a Master of Business Administration degree from the University of California at Berkeley and a Master of Science degree in Management Science from the University of Southern California. Mr. Keller was a computer systems analyst at NASA's Jet Propulsion Laboratory in Pasadena, California, and developed a computer system for the management of resources for JPL's interplanetary exploration projects. The system was used for resources management in the Mariner, Viking and Voyager missions. His experience in the aerospace and construction industries led to the development of Space MAX: Space Station Construction Simulator, a project management simulator for the construction of the first commercial space station. Mr. Keller has also worked for Douglas Aircraft and British Aerospace.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-x-zone-radio-tv-show--1078348/support.Please note that all XZBN radio and/or television shows are Copyright © REL-MAR McConnell Meda Company, Niagara, Ontario, Canada – www.rel-mar.com. For more Episodes of this show and all shows produced, broadcasted and syndicated from REL-MAR McConell Media Company and The 'X' Zone Broadcast Network and the 'X' Zone TV Channell, visit www.xzbn.net. For programming, distribution, and syndication inquiries, email programming@xzbn.net.We are proud to announce the we have launched TWATNews.com, launched in August 2025.TWATNews.com is an independent online news platform dedicated to uncovering the truth about Donald Trump and his ongoing influence in politics, business, and society. Unlike mainstream outlets that often sanitize, soften, or ignore stories that challenge Trump and his allies, TWATNews digs deeper to deliver hard-hitting articles, investigative features, and sharp commentary that mainstream media won't touch.These are stories and articles that you will not read anywhere else.Our mission is simple: to expose corruption, lies, and authoritarian tendencies while giving voice to the perspectives and evidence that are often marginalized or buried by corporate-controlled media

Marian Wentworth, President & CEO, Management Sciences for Health (MSH), at age 13 started working in a local factory. Attended the famous Latin School in Chicago. Studied math at Harvard. Then joined Merck as it was "growing ferociously fast." Stayed 27 years, grew and led the vaccine business to $6 billion. Was the "quant jock." Spearheaded the launch of Gardasil, the HPV vaccine. Then pivoted to MSH. It was important "not having a pharmaceutical company on my business card." Now as she reflects on the stunning year of 2025, a series of radical pivots for MSH, is there space for MSH in the America First Global Health Strategy? Yes. Excited by the Accra Reset? Yes. Where does this leave MSH? "I believe this time is a crucible."

This week on [If/Then or View From The Top] we're sharing an episode of GSB at 100, a limited audio series created especially for Stanford Graduate School of Business's Centennial. GSB at 100 presents a scrapbook of memories, ideas, and breakthroughs as Stanford GSB celebrates its first century and looks around the corner to what the next 100 years may hold.On this episode of GSB at 100, you'll hear from the dedicated and accomplished staff members who work behind the scenes to make Stanford GSB a community unlike anywhere else in the world.Learn more about the Stanford GSB CentennialSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Dorit S. Hochbaum is a distinguished professor in Industrial Engineering and Operations Research (IEOR) at UC Berkeley. Professor Hochbaum holds a Ph.D from the Wharton school of Business at the University of Pennsylvania. Her research interests are in areas of discrete optimization, network flow techniques, data mining, image segmentation, supply chain management and efficient utilization of resources. Her work contributed to the analysis of heuristics and approximation algorithms in the worst case, and on average, to the complexity analysis of algorithms in general, and nonlinear optimization algorithms in particular. Her theoretical work focuses on particularly efficient techniques using network flow for data mining and image segmentation including parametric flow for the convex Markov Random Fields problem establishing it as polynomial; the PseudoFlow algorithm for the maximum flow problem and the parametric flow and cut algorithms. Her recent research is on problems relating to machine learning on recognizing bias in labeled data; reducing dependence in training data; using pairwise relationships to enhance clustering methods. Applications include improved yield prediction in semi-conductor manufacturing; devising balanced covariates for experimental design; the maximum diversity and dispersion problem and group rankings and aggregate decision problems.Professor Hochbaum is the author of over 190 papers that appeared in the Operations Research, Management Science and Theoretical Computer Science literature. She served as department editor for Management Science department of Optimization and Modeling, and on a number of editorial boardsProfessor Hochbaum was named in 2004 as honorary doctorate of Sciences of the University of Copenhagen, for her work on approximation algorithms. She was appointed the Pinhas Naor lecturer of the Technion for 2013, and a Research Excellence professor at the University of Vienna in 2007. She is the winner of the 2011 INFORMS Computing Society prize for her work on algorithms for image segmentation. Professor Hochbaum is a fellow of INFORMS and a fellow of SIAM (Society of Industrial and Applied Mathematics). In 2024, she was awarded the Khachiyan Prize by the INFORMS Optimization Society, recognizing her for her extensive contributions to optimization, including her work on the design and analysis of algorithms and their applications across various domains.

Have you ever felt like you're constantly putting out fires at work instead of making progress? Kevin welcomes Don Kieffer and Nelson Repenning to discuss why so many workplace processes feel frustrating and ineffective, and what leaders can do about it. Drawing on decades of experience in operations and organizational design, Don and Nelson reveal why quick-fix workarounds backfire, how firefighting becomes the default mode of operation, and the hidden costs of constantly reacting instead of leading. They introduce the concept of dynamic work design and explain why breaking down silos isn't just nice to have, it's essential. Along the way, they share practical tools leaders can use to move from chaos to sustainable success. Listen For 00:00 Introduction and the problem with roadblocks at work 03:33 How they met and started collaborating 06:07 The Harley-Davidson connection 08:32 The big idea behind the book 09:41 Why organizations assume the world is predictable 11:03 What dynamic work design means 12:21 The hidden cost of firefighting and workarounds 13:01 The firefighting trap explained 15:33 How firefighting becomes self-reinforcing 17:36 Why the dynamic appears in every organization 19:12 Leadership behaviors that unintentionally worsen it 21:12 Moving beyond blame to system thinking 21:56 The problem with silos in organizations 23:43 How work actually flows across silos 25:12 Visualizing knowledge work to expose inefficiency 26:04 Silos and identity in organizations 27:22 Why we must focus on system productivity 28:36 The matrix problem in modern organizations 29:12 Five elements of dynamic work design 29:48 Problem formation as an underrated leadership skill 30:24 Why framing the problem matters 31:23 Using conscious thinking to solve the right problems 32:36 Asking "what problem are we trying to solve" 33:20 What leaders can learn from this habit 33:48 Don and Nelson's hobbies outside of work 34:38 What they are reading now 35:35 Where to find their book and connect 37:19 Wrap up and invitation to subscribe Their Story: Nelson P. Repenning and Donald C. Kieffer are the authors of There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work. Nelson is the School of Management Distinguished Professor at the MIT Sloan School of Management. He is currently the director of MIT's Leadership Center and was recently recognized by Poets & Quants as one of the world's top executive MBA instructors. His scholarly work has appeared in Management Science, Organization Science, Administrative Science Quarterly, the Academy of Management Review, Strategic Management Journal, and Research in Organizational Behavior. Donald C. Kieffer is a Senior Lecturer in Operations Management at MIT Sloan. He is a career operations executive and co-creator of Dynamic Work Design. Kieffer started running equipment in factories at age 17. He was VP of operational excellence at Harley-Davidson, where he worked for 15 years. Since 2007, he has been advising leaders in a variety of industries around the globe. His guidance was instrumental in transforming both the production and technical development areas of the Broad Institute, a Cambridge-based genomic sequencing organization, now an industry leader. He is the founder of ShiftGear Work Design, LLC, and teaches Operations Management at AVT in Copenhagen. This Episode is brought to you by... Flexible Leadership is every leader's guide to greater success in a world of increasing complexity and chaos.  Book Recommendations There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work by Nelson P. Repenning and Donald C. Kieffer  The Mindful Body: Thinking Our Way to Chronic Health by Ellen J. Langer  Murder Mysteries by Lousie Penny Like this? Competing in the New World of Work with Keith Ferrazzi How to Achieve Breakthrough Execution and Accelerate Growth with Patrick Thean Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group   Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP  

This week on If/Then, we're sharing an episode of What's Your Problem?, a show from Pushkin Industries where entrepreneurs, engineers, and scientists talk about the future they're trying to build—and the problems they must solve to get there. Hosted by former Planet Money co-host Jacob Goldstein, each conversation explores the challenges and breakthroughs shaping the next wave of innovation.In this episode, Goldstein speaks with Fei-Fei Li, Stanford computer scientist, former Chief Scientist of AI and Machine Learning at Google, and one of the most influential figures in the field of computer vision. Li reflects on her pioneering work developing ImageNet, the massive dataset that helped spark the modern AI revolution, and the “north star” questions that have guided her research from neuroscience to machine learning.Together, they trace how a single insight about how humans see the world led to a paradigm shift in artificial intelligence—and how Li's vision continues to shape the way we teach machines to see, learn, and collaborate with us.More Resources: • Fei Fei Li • Stanford Institute for Human-Centered Artificial Intelligence (HAI) • ImageNet • What's Your Problem?If/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society.Chapters: (00:00:00) Introducing “What's Your Problem?” Kevin Cool introduces the Pushkin Industries podcast hosted by Jacob Goldstein.00:00:45 — What Is Computer Vision? Jacob Goldstein and Fei-Fei Li explain how machines learn to see and interpret images.00:03:18 — Real-World Uses of AI Vision Li shares examples from healthcare, robotics, and environmental science.00:05:06 — Discovering the Science of SeeingHow human vision research inspired Li's lifelong “north star” in AI.00:09:56 — Creating ImageNet Li builds a massive image database that transforms computer vision research.00:13:29 — Defining 30,000 Visual Concepts How cognitive science helped shape ImageNet's massive scale.00:16:41 — Building the Dataset by HandLi's team uses global crowdsourcing to label millions of images.00:19:38 — The 2012 Breakthrough Jeff Hinton's neural network shatters records and sparks the deep learning era.00:22:19 — Data Meets Hardware Li reflects on how big data and GPUs converged to power modern AI.00:24:55 — Lightning Round with Fei-Fei Li Quick insights on resilience, mentorship, and the future of human-AI collaboration.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Earlier this month, the Trump administration announced a stunning $100,000 fee on new H-1B visas—the main channel through which U.S. employers hire foreign professionals in technology, engineering, and research.The move has sent shockwaves through America's innovation ecosystem, prompting fears that companies will either look abroad—or scale back their ambitions at home.Few countries will be as impacted by this change as India, whose citizens account for nearly three-quarters of annual H-1B visa petitions. So, what happens when the world's largest economy makes it harder for global talent to come in?To answer this question, Milan is joined on the show this by Britta Glennon. Britta is an assistant professor of management at the Wharton School of the University of Pennsylvania and a faculty research fellow at the National Bureau of Economic Research. Her research focuses on immigration and cross-border innovation. Much of her work dispels long-held myths about immigrants and how they influence the U.S. economy.Milan and Britta discuss the pluses and minuses of America's “demand-driven” skilled immigration system, the impact on Indians of the Trump administration's massive new fee on H-1B visas, and how the availability of skilled worker visas impact offshoring decisions. Plus, the two discuss how America's competitors are poaching U.S. talent, the complex connection between immigration and innovation, and the economic costs of the green card backlog.To watch this episode, click here.Episode notes:1. Britta Glennon, “Skilled Immigrants, Firms, and the Global Geography of Innovation,” Journal of Economic Perspectives 38, no. 1 (Winter 2024): 3-26.2. Britta Glennon, “How Do Restrictions on High-Skilled Immigration Affect Offshoring? Evidence from the H-1B Program​,” Management Science 70, no. 2 (February 2024): 907-930.3. Saerom (Ronnie) Lee and Britta Glennon, “The Effect of Immigration Policy on Founding Location Choice: Evidence from Canada's Start-up Visa Program,” NBER Working Paper 31634 (August 2023).4. Robert Flynn, Britta Glennon, Raviv Murciano-Goroff, and Jiusi Xiao, “Building a Wall Around Science: The Effect of U.S.-China Tensions on International Scientific Research,” NBER Working Paper 32622 (May 2025).5. Vox, “$100,000 for a visa,” Today, Explained (podcast), September 25, 2025.

On this episode of Deans Counsel, hosts Ken Kring and Jim Ellis speak with Oliver Yao, Dean of the University of Delaware's Lerner College of Business and Economics, a role he took on in August 2023.Oliver Yao's research interests are in the inter-disciplinary fields of information systems and supply chain management, including business value of IT-enabled supply chains, economics of electronic and mobile commerce, bullwhip effect and VMI, CPFR and CRM. His publications have appeared in Management Science, Information Systems Research, MIS Quarterly, Marketing Science, Operations Research, Journal of Operations Management, Production and Operations Management, among others.In an interview that moves almost as quickly as Oliver does, he shares with our hosts his thoughts and experiences regarding:- the overwhelm and challenges he faced early on in his role at Lerner- his approach to setting priorities - especially in the face of financial constraints- how Oliver's background in information systems influences his strategic planning- philanthropy and how he learned to embrace it - quicklyLearn more about Oliver YaoComments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note!Thanks for listening.-Produced by Joel Davis at Analog Digital Arts--DEANS COUNSEL: A podcast for deans and academic leadership.James Ellis | Moderator | Dean of the Marshall School of Business at the University of Southern California (2007-2019)David Ikenberry | Moderator | Dean of the Leeds School of Business at the University of Colorado-Boulder (2011-2016)Ken Kring | Moderator | Co-Managing Director, Global Education Practice and Senior Client Partner at Korn FerryDeansCounsel.com

How do we further blend Shariah principles with ethical and equitable financial solutions to provide positive financial, social, and environmental outcomes? How can the impact of these initiatives be effectively measured? What's on offer from Waqf, Zakat, Sadaqah and Qard Hasan and how can we maximise the potential of new products such as social impact Sukuk? We ask an expert panel.Moderator:Elias Moubarak, Partner, Trowers & HamlinsPanelists:Dr Hamim Syahrum Ahmad Mokhtar, Lead Specialist, Capacity Development, Islamic Financial Services BoardDr Jane Chang, Director, Social Value MalaysiaDr Mohamed Damak, Managing Director and Global Head of Islamic Finance, S&P Global RatingsProfessor Dr Nurdianawati Irwani Abdullah, Department of Finance, Kuliyyah of Economics and Management Sciences, International Islamic University MalaysiaDr Rusni Hassan, Professor and Dean, IIUM Institute of Islamic Banking and Finance

This week on If/Then, we're sharing an episode of GSB at 100, a limited audio series created especially for Stanford Graduate School of Business's Centennial. GSB at 100 presents a scrapbook of memories, ideas, and breakthroughs, as the GSB celebrates its first century and looks around the corner to what the next hundred years may hold.The first episode of the series begins where the GSB begins: in 1925, Herbert Hoover, a Stanford alum and future U.S. president, had an idea. “A graduate School of Business Administration is urgently needed upon the Pacific Coast,” he wrote. One hundred years later, what has Stanford Graduate School of Business accomplished, and what might its future hold? Listen in as professors reflect on founding principles, frontier technologies, and the magic that makes the GSB the place it is — and shapes what it aspires to be.If/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. Each episode features an interview with a Stanford GSB faculty member.Learn more about the Stanford GSB CentennialSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The author of "Sustainable Qatar: Social, Political and Environmental Perspectives" delves into the multifaceted meaning of sustainability, especially within the context of the Arabian Peninsula. Our guest unpacks the region's unique environmental challenges, including sea level rise, extreme weather events, and biodiversity loss, and explores the innovative strategies being implemented to build a more resilient future. An Associate Professor at the College of Public Policy at Hamad bin Khalifa University, Logan Cochrane, also critically examines the concept of "greenwashing," the complexities of global sustainability metrics, and the challenges of policy making.  0:00:00 The Nuance of Sustainability0:03:05 Environmental Challenges in the GCC0:06:08 Time Scale of Environmental Issues0:09:42 Food Security in the Arabian Peninsula0:17:40 Water Sources and Challenges in Qatar0:20:25 Future Challenges and Adaptation in Arid Environments0:22:53 Skepticism Towards Energy Transitions0:24:50 Defining Greenwashing0:31:11 The Politics of Sustainability Metrics0:38:10 Global Leaders in Sustainability0:41:09 The Environmental Impact of Electric Vehicles0:48:10 The "Game of Telephone" in Policy Making0:51:30 Non-Governmental Efforts in Sustainability Logan Cochrane is an Associate Professor at the College of Public Policy at Hamad bin Khalifa University (HBKU). His research includes diverse geographic and disciplinary foci, covering broad thematic areas of food security, climate change, social justice and governance. For the last 15 years, he has worked in non-governmental organizations internationally, including in Afghanistan, Benin, Burundi, the Democratic Republic of the Congo, Egypt, Ethiopia, Qatar, Saudi Arabia, South Africa, South Sudan, Tanzania and Uganda. Logan has served as a director for two non-governmental organizations, and worked as a consultant with clients such as Global Affairs Canada, International Development Research Centre, Save the Children, Management Sciences for Health, the Liaison Office, UNICEF and UNAIDS. Connect with Logan Cochrane

In the latest episode of Making Cents of Money, learn about the habits that can impact your financial decisions and how stress plays a role in spending. Show Notes: American Psychological Association. (2015, February 4). American Psychological Association survey shows money stress weighing on Americans' health nationwide. Retrieved from https://www.apa.org/news/press/releases/2015/02/money-stress American Psychological Association. (2023). Stress in America 2023: A nation recovering from collective trauma. Retrieved from https://www.apa.org/news/press/releases/2023/03/stress-in-america Falconier, M. K., & Epstein, N. B. (2011). Couples experiencing financial strain: What we know and what we can do. Family Relations, 60(3), 303–317. Gelman, A., & Kliger, D. (2021). Effect of time-induced stress on financial decision making in real markets. PloS One, 16(11), e0123740. Heo, W., Cho, S. H., & Lee, P. (2020). APR Financial Stress Scale: Development and validation of a multidimensional measurement. Journal of Financial Therapy, 11(1), 2. https://newprairiepress.org/jft/vol11/iss1/2/ Lazarus, R. S., & Folkman, S. (1984). Stress, appraisal, and coping. Springer Publishing Company. Narayan, A. (2024). The impact of financial stress on workplace harassment and discrimination. Management Science, 70(4), 2447–2458. Ong, A. D., Sturgeon, J. A., Arewasikporn, A., Okun, M. A., Davis, M. C., & Zautra, A. J. (2015). The psychosocial context of financial stress: Implications for inflammation and psychological health. Psychosomatic Medicine, 77(2), 187–194. Porcelli, A. J., & Delgado, M. R. (2009). Acute stress modulates risk taking in financial decision making. Psychological Science, 20(3), 278–285. Shafir, E., Mullainathan, S., & Shafir, E. (2013). Scarcity: Why having too little means so much. Times Books. Van Boven, L., & Gilovich, T. (2003). To do or to have? That is the question. Journal of Personality and Social Psychology, 85(6), 1193–1202. Wilke, J., & Boden, J. M. (2021). Financial scarcity and financial avoidance: A prospective study. Journal of Economic Psychology, 87, 102408. Mental Health Crisis Resources: Illinois Department of Central Management Services' Crisis Resources: https://cms.illinois.gov/benefits/stateemployee/bewell/mental-health/crisis.html Relevant Podcast Episodes: • Money in Relationships: https://soundcloud.com/idfpr/money-and-relationships • Financial Socialization: https://soundcloud.com/idfpr/episode-99-financial-socialization • Investing: https://soundcloud.com/idfpr/episode-57-investing-to-reach-financial-goals • Budgeting: https://soundcloud.com/idfpr/mcom-ep20-budgeting-final • Probably Inflation: https://soundcloud.com/idfpr/episode-30-inflation

Michael is a recognized corporate leader who built two successful financial technology companies, which collectively report on more than $6 trillion of assets. Michael's previous ventures have helped millions of Americans meet their financial goals and asset protection needs. Michael is a financial thought leader who holds two patents for his innovations in financial technology. Both of these inventions help financial institutions and advisors better understand and manage client portfolios. Michael is a graduate of Stanford University, where he combined his love of finance and technology to earn an undergraduate degree in Economics and a Master's degree in Management Science and Engineering. While at Stanford, Michael helped manage the Charles R. Blyth Fund, a student-run investment portfolio that invests a portion of Stanford University's nearly $37 billion endowment. Michael has deep expertise in alternative investments, including experience as a Partner at Andreessen-Horowitz, a leading Venture Capital firm that manages more than $42 billion, and a General Partner at ACG, a real estate firm responsible for more than $2 billion of developed properties.   Let's Talk Now    In this episode, Karen and Michael discuss: Success Story of Michael  Commit to Get Leads Spend at least 20-25% of your budget on different things to see what works. Consult to Sell Sophisticated portfolios will be tailored to the person while maintaining many sources of diversification. Connect to Build and Grow Check your metrics regularly, every day if you can. Quarterly or even monthly doesn't allow you to pivot when needed in the moment.  Success Thinking, Activities, and Vision Block out the noise and focus on what matters most. Sweet Spot of Success   "This is a phenomenal time to be investing in real estate and take some contrarian positions."- Michael Paulus   Connect with Michael Paulus: Website: https://encoreinvestment.com/   LinkedIn: https://www.linkedin.com/company/pcm-encore/   About the Podcast Join host Karen Briscoe each month to learn how you can achieve success at a higher level by investing just 5 minutes a day! Tune in to hear powerful, inspirational success stories and expert insights from entrepreneurs, business owners, industry leaders, and real estate agents that will transform your business and life. Karen shares a-ha moments that have shaped her career and discusses key concepts from her book Real Estate Success in 5 Minutes a Day: Secrets of a Top Agent Revealed. Here's to your success in business and in life!   Connect with Karen Briscoe: Facebook: 5MinuteSuccess Website: 5MinuteSuccess.com Email: Karen@5MinuteSuccess.com   5 Minute Success Links  Learn more about Karen's book, Real Estate Success in 5 Minutes a Day Karen also recommends Moira Lethbridge's book "Savvy Woman in 5 Minutes a Day" Subscribe to the 5 Minute Success Podcast   Spread the love and share the secrets of 5 Minute Success with your friends and colleagues!   Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it.

In this special edition, we take you inside the Infection Control African Network Congress 2025, held in beautiful Cape Town from 29 June to 2 July. Vin was on the ground capturing the energy, innovation, and passion driving infection prevention and control (IPC) across Africa and beyond. From cutting edge updates in infection control programs to inspiring discussions on IPC education, this episode is packed with insights straight from the experts. And for an extra twist, three conference attendees stepped up as momentary messengers for the day, bringing fresh perspectives as they interviewed some of the most fascinating voices at the congress.Our adhoc hosts:Dr Lesego MothibiDr Gilda MadeiraDr Julia PhambaneAbout our Guests: Dr Amanda Khumalo FCPath, DTM&H, Clinical Microbiologist PathCare Laboratories, see bio HERE: The role of the HCW in breaking the chain of infectionDr Ifeyinwa Nwafia, Clinical Microbiologist, Management Sciences for Health, Nigeria : Assessment of the Pattern of Antimicrobial Use Among Hospitalized Patients in 16 Nigerian Hospitals: a Strategy to Improve Antimicrobial Stewardship ProgrammeMr David Frederick, Pharmaceutical technologist, Malindi Sub-County Hospital, Kenya, Best Poster Winner ICAN25: Building a foundationMrs Briette du Toit Ludick, PG Infection Prevention and Control, MSc IPC: Cost effectiveness of implementing an environmental Cleaning programmeTawanda Mutiwazuka, Medical Virologist, The Avenues Clinic, Zimbabwe, Reflecting on the ICAN25 congress. WE'D LOVE YOUR FEEDBACK ON THIS EPISODE – Visit the Microbe Mail website to sign up for updates Follow on:Instagram: Microbe_MailX/Twitter: @microbemailFacebook: MicrobeMailTiktok: @microbe.mailWatch this episode on our new YouTube channel: Microbe MailE-mail us: mail.microbe@gmail.com

This week on If/Then, we're sharing an episode of View From The Top: The Podcast, an audio series featuring leaders from around the world in conversation with MBA students. Recorded live at the CEMEX Auditorium at Stanford Graduate School of Business, episodes feature insights on effective leadership, the values that guide it, and lessons learned along the way.Lisa Su, the chair and CEO of Advanced Micro Devices (AMD), leads one of the world's most influential technology companies, a pioneer in high-performance computing and designer of chips that power everything from cellphones to supercomputers.Su joins Michael Liu, MBA '25, to talk about what it takes to stay on the cutting edge of technology, the tremendous potential of artificial intelligence, and why her superpower may be her commitment to learning.“Careers are very much by chance,” Su says. “The nice thing about my early career is I was lucky enough to have bosses who asked me all the time, ‘What do you want to be when you grow up?' And I was like, ‘I don't know. Let me think about [it]...what I like to believe is the ability to learn at each step was what really helped me in my career.”This conversation was recorded on February 24, 2025. More Resources: • Lisa Su • GSB Insights • View From The Top If/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society.Chapters: (00:00:00) Introduction Kevin Cool introduces a summer spotlight on other podcasts, featuring View from the Top.(00:00:59) Meet Lisa Su Michael Liu introduces Lisa Su, AMD CEO, and highlights her career transformation.(00:04:13) Growing Up & MIT Years Lisa reflects on her immigrant upbringing and her journey through three degrees at MIT.(00:05:43) Discovering Semiconductors A part-time lab job at MIT ignites Lisa's passion for chip technology.(00:07:21) From Engineer to Leader Lisa describes her transition from technical work to managing people and projects.(00:11:19) Tackling Hard Problems How curiosity and teamwork help Lisa embrace high-stakes technical challenges.(00:13:40) Betting on Talent Lisa recounts moments when she was given a chance—and how she now pays that forward.(00:17:03) Becoming CEO at AMDWhat brought Lisa to AMD and the unexpected call to lead the company.(00:21:51) Strategy in a TurnaroundHow AMD focused on high-performance computing and long-term bets.(00:25:41) Cultural Shift at AMD Lisa outlines how AMD's culture became collaborative, ambitious, and learning-driven.(00:27:19) AI & Global Tech PoliticsThe complex intersection of AI innovation and geopolitical regulation.(00:32:37) Open vs. Closed AI PlatformsAMD's open-source AI approach with NVIDIA's more vertical model.(00:38:54) Future Vision & Final ReflectionsLisa offers advice to MBAs and shares what she wants her legacy at AMD to be. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

As we celebrate the conclusion of the second season of the If/Then podcast, we present a bonus episode featuring Deborah H. Gruenfeld, the Joseph McDonald Professor and Professor of Organizational Behavior and a Senior Associate Dean for Academic Affairs at Stanford Graduate School of Business. Gruenfeld, who appeared on the first season of If/Then in an award-winning episode about hierarchies and the nature of power, returned to the studio to share her thoughts on the value of academic research and its impact on individuals and organizations. “The nice thing about research is that it provides tools and methods and an approach to learn about what's true in the world, taking into account that what we learn from firsthand experience is not reliable,” she says. “Research helps us build a body of knowledge about what's actually true that we can trust.”This episode was recorded on July 16, 2025.Related Content:Deborah H. Gruenfeld, faculty profileWhy Research MattersWhy I Research: Findings Fueled by the Head and the HeartIf/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. Each episode features an interview with a Stanford GSB faculty member.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Keren speaks with Tayyab Safdar and Hasan H. Karrar about the China Pakistan Economic Corridor (CPEC), a 3,000 km Chinese infrastructure network project currently under construction in Pakistan and a flagship project of the Belt and Road Initiative. CPEC spans energy, highways, railways, and ports, aiming to connect China's western regions to the Arabian Sea through Pakistan. For China, CPEC offers shorter routes for energy imports and trade; for Pakistan, it offers economic growth, industrialization, and greater regional connectivity. Tayyab Safdar is the Global Security & Justice Track Director; Assistant Professor of Global Studies & Engagements, A&S at the University of Virginia. His research explores the evolving dynamics of South-South Development Cooperation, with the rise of emerging powers in the developing world like China and India. His research also looks at the implications of increasing Chinese investment in developing countries that are a part of the Belt & Road Initiative (BRI), like Pakistan.Hasan H. Karrar is Associate Professor in the Mushtaq Ahmad Gurmani School of Humanities and Social Sciences at the Lahore University of. Management Sciences. He researches transnational connections and geopolitical alignments between China, Central Asia and north Pakistan, as well as development, governance and securitization on state peripheries, and in the deployment and representation of Chinese economic and strategic power.Recommendations:Hasan:Study, think about, and pay attention to what is happening in PakistanVisit Pakistan!Tayyab:Pay attention to the local context (beyond nation-state-oriented views to more community-oriented views) when thinking about big projects like CPECAlso recommends visiting Pakistan Keren:Seeing China's Belt and Road, eds. Edward Schatz, Rachel Silvey (Oxford University Press, 2024)Thanks for listening! Follow us on BlueSky @beltandroadpod.blsk.social

This week on If/Then, we're sharing an episode of The Future of Everything, a podcast hosted by Stanford School of Engineering professor and friend of the show Russ Altman.Everyone has goals — some are monumental, others modest — but every goal matters. Szu-chi Huang, an associate professor of marketing at Stanford Graduate School of Business, is an expert on sustaining enthusiasm for individuals, customers, and employees across global corporations and organizations.On this episode, Huang shares what it takes to stay motivated over time — not just at the beginning of a goal, when energy runs high, or at the end, when the finish line is in sight, but through the toughest part: the middle. She explains why motivation is a dynamic process that requires different tools at different stages, and offers practical advice drawn from her research on everything from retirement savings and loyalty programs to children's health and social apps. Along the way, she and Altman explore how purpose, progress, and even a little social pressure can help us keep going — and how AI might someday coach us through.More Resources: Szu-chi Huang, faculty profile & If/Then episode Russ Altman, faculty profile The Future of EverythingIf/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society.Chapters:(00:00:00) IntroductionRuss Altman introduces Szu-Chi Huang, professor of marketing at Stanford GSB.(00:03:31) Studying MotivationSzu-chi shares what led her to study motivational science(00:04:03) Defining MotivationMotivation as the drive to close the gap between current and ideal self.(00:04:57) The Science of MotivationStudying motivation through behavioral and neurological data.(00:05:48) Why It Matters in BusinessHow motivation science applies to leaders, teams, and customers.(00:06:39) Motivation FrameworkThe strategies needed in order to stay motivated over time.(00:07:42) The Mindset of MotivationThe different mindsets needed throughout the stages of motivation.(00:09:21) Motivating Kids to Choose HealthyA Collaboration with UNICEF to study what motivates children.(00:10:55) Gamified Coupons in PanamaA study using gamified coupons to influence children's food choices.(00:14:26) Loyalty Programs as MotivationHow customer reward programs act as structured goal journeys.(00:16:47) Progress Versus PurposeThe different incentives needed in each stage of loyalty programs.(00:18:29) Retirement Saving LessonsHow financial institutions apply motivational science to long-term goals.(00:21:12) Motivation in Social ContextThe role of social connections in goal pursuit and sustaining motivation.(00:26:10) Designing Apps for MotivationHow redesigning user interfaces can help users stay motivated.(00:27:20) AI as a Motivation CoachUsing AI to personalize feedback across all stages of goal pursuit.(00:30:09) Starting and Sustaining a GoalPractical strategies for launching and sustaining a goal.(00:31:57) ConclusionSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

It's not controversial to say that we are living in times of deep division, where there are so many forces keeping us apart, politics being a big part of that.  But did you know that there's a link between how satisfied you think you are with your life, how much you trust others, and how you vote? It's a mind-blowing, less-discussed topic, despite being a chapter in the latest World Happiness Report. Importantly, to make a difference, we wonder this - how do we actually build trust with people who hold different viewpoints, especially if our first impulse is to block them, disregard their comments, or ignore them entirely? We're so glad today to have one of the co-authors of the World Happiness Report here to talk with us about how we can use our understanding of wellbeing and trust to build stronger communities, reconnect with each other, and also bridge the politics of division.    What to listen for: What the World Happiness Report is Despite our focus on class struggle or traditional ideologies as the explanation for why people vote a certain way, it's actually more about life satisfaction and trust.  The wallet study The truth - that unhappy people are attracted by the extremes of the political spectrum. Low-trust people are found more often on the far right, whereas high-trust people are more inclined to vote for the far left. How we can rebuild trust in community, one meal at a time About our guest:  Jan-Emmanuel De Neve is Professor of Economics and Behavioural Science at the University of Oxford, where he also directs the Wellbeing Research Centre. He is best known for his research on the economics of wellbeing which has led to new insights into the relationship between happiness and income, productivity, firm performance, and economic growth. His pioneering research is published in the leading academic journals across multiple disciplines, including Science, Nature, The Review of Economics and Statistics, Psychological Science,world we Management Science, Journal of Political Economy, and the British Medical Journal. His research was recognized among "The Management Ideas That Mattered Most" by Harvard Business Review and he currently guides the world's largest study on workplace wellbeing in partnership with Indeed. De Neve co-authored the main textbook on wellbeing science with Richard Layard, is an editor of the World Happiness Report, and co-founder of the World Wellbeing Movement. Additionally, he serves as a member of the UN Expert Group on Wellbeing Measurement. De Neve frequently consults for governments and major corporations, and his insights on wellbeing and policy are sought by leading global media. Two of his books include Wellbeing: Science and Policy, and Why Workplace Wellbeing Matters.   

Mirasee FM Special Free Offer (Revenue Leak Checklist): www.mrse.co/leakSusan Schramm, founder of Go To Market Impact, describes how emotional states influence organizational change. Coupled with Dr. Irena's neuroscience insights, Susan shares how vision and alignment help leaders overcome resistance, inspire their teams, and turn strategic ideas into bigger results.In each episode of Neuroscience of Coaching, host Dr. Irena O'Brien explains the science-based insights behind a particular concept and interviews a coach to discuss how these apply in the real world. Just as she does in her professional programs, Irena “un-complicates” neuroscience and teaches practical, evidence-based tools and strategies that listeners can use in their coaching practices.“Alignment isn't about getting on board with someone else's train—it's about clarifying a shared vision that everyone believes in.”  — Susan SchrammGuest Bio:Susan Schramm is the founder of Go to Market Impact LLC, a business consultancy that helps CEOs and boards get results faster when driving high-stakes strategies. As a certified Woman-Owned Business, the firm serves global and nationwide clients including businesses, nonprofits, universities, communities, and diverse supply chain ecosystems. Go To Market Impact's proprietary De-Risk System for Impact℠ helps leaders systematically uncover the hidden risks of new strategies and develop a game plan to manage those risks. Ten percent of gross revenues of the firm are invested in programs and scholarships to equip purpose-led leaders.Before starting her firm, Susan held executive roles with IBM, Siemens, Nokia, Viavi Networks, and the Telecommunications Industry Association. She has a proven record of accomplishment launching new products and services, innovative programs and brands, and new companies. She has actively led diverse workforce development and diversity initiatives, as well as Supplier Diversity programs.Susan has served on the boards of the Alliance for Telecommunications Industry Solutions, the YMCA, and the Telecommunications Industry Association. She currently serves as Vice Chairman of the Board of the Nehemiah Project International Ministries, and on the Advisory Boards of COMSovereign, a US-based 5G technology company, and Cognitient, a risk analytics firm. Susan holds a BS in Management Sciences from Duke University. Though she is energized by her work with purpose-led organizations, Susan's real passion is her faith and family.Host Bio:Dr. Irena O'Brien teaches coaches and care professionals how to achieve better results for their clients through neuroscience.She is the founder of Neuroscience School, which helps practitioners understand and apply insights from cutting-edge neuroscience research. She loves seeing her students gain confidence in their ability to evaluate neuroscience findings and use them successfully in their own practices. Her Certificate Program in Neuroscience is certified by the International Coaching Federation (ICF) for Continuing Coaching Education credit.Dr. O'Brien has studied neuroscience for 25 years and holds a Ph.D. in the field from the Université du Quebec à Montréal (UQAM), where she did brain-imaging studies. She completed her postdoctoral fellowship at the Centre for Language, Mind, and Brain at McGill University.Resources mentioned in this episode:MiraseeDr. Irena O'Brien's website: The Neuroscience SchoolSusan's website: GoToMarketImpact.comSusan's LinkedIn Page: www.linkedin.com/in/susanbaileyschrammBridges Transition Model: https://wmbridges.com/about/what-is-transitionThe Science of Change (book) by Richard Boyatzis: https://www.amazon.com/Science-Change-Discovering-Individuals-Organizations/dp/0197765114Credits:Host: Dr. Irena O'BrienProducer: Andrew ChapmanAudio Editor: Marvin del RosarioExecutive Producer: Danny InyMusic Soundscape: Chad Michael SnavelyMaking our hosts sound great: Home Brew AudioMusic credits:Track Title: Sneaker SmeakerArtist: Avocado JunkieWriter: Sander KalmeijerPublisher: A SOUNDSTRIPE PRODUCTIONTrack Title: Coo CoosArtist: Dresden, The FlamingoWriter: Matthew WigtonPublisher: A SOUNDSTRIPE PRODUCTIONTrack Title: In This LightArtist: Sounds Like SanderWriter: Sander KalmeijerPublisher: A SOUNDSTRIPE PRODUCTIONSpecial effects credits:24990513_birds-chirping_by_promission used with permission of the author and under license by AudioJungle/Envato Market.To catch the great episodes coming up on Neuroscience of Coaching, please follow us on Mirasee FM's YouTube channelor your favorite podcast player. And if you enjoyed the show, please leave us a comment or a starred review. It's the best way to help us get these ideas to more people.Episode transcript: The Emotional Science of Leadership: How to Inspire and Overcome Resistance (Susan Schramm) coming soon.

In this episode of French Insider, Agathe Benoit, Chief Operating Officer and founding team member of Giftory, joins Sheppard Mullin attorneys Karl Buhler and Inès Briand to discuss the company's business model and the challenges of launching the “experience gifting” concept in the United States.   What We Discussed in This Episode: What is Giftory, what are its core offerings, and where does it operate? What motivated the company to expand into the corporate gifting and B2B market? What challenges have been faced in bringing the experience gifting concept to the U.S.? Given the concept of experience gifting is relatively unfamiliar in the U.S., how did you initially connect with providers, engage customers, and assemble a team? Does Giftory offer the same experiences across all locations, or do offerings vary by city and state? What criteria does the company use when deciding to partner with a provider? How does Giftory ensure a premium experience for both the gift giver and the recipient? What are the advantages of purchasing through Giftory, rather than directly from the provider? What key achievements and challenges stand out in the process of building and expanding the business? What advice would you offer others looking to launch a business in the United States?   About Agathe Benoit Before co-founding Giftory, Agathe Benoit served as Head of Seller Operations at Back Market, the global leader in refurbished technology. There, she led a team of 20, overseeing critical areas such as sales, seller engagement, support, communications, and partnerships. Her leadership was instrumental in strengthening seller relations and achieving operational success. Previously, she spent six years as a Senior Engagement Manager at McKinsey & Company, advising clients on complex business challenges and strategic initiatives across multiple industries. Earlier in her career, Agathe served as Product/Marketing Manager at OMB Labs, Teaching Assistant at Columbia University, Part-time Consultant at PRODIGY NETWORK, and Visiting Student Researcher at the University of California. She also volunteered at ASS INDE ESPOIR. Agathe was educated at the Lycée Louis-le-Grand, specializing in Mathematics, Physics, and Computer Science, before earning an International Baccalaureate from the Centre International de Valbonne. She later attended École Polytechnique, where she earned an Engineering degree in Applied Mathematics. In 2012, she completed a Master of Science in Management Science and Engineering at Columbia University, in collaboration with Columbia Business School.   About Karl Buhler As an associate with the Corporate and Securities Practice Group and French Desk in Sheppard Mullin's New York Office, Karl Buhler focuses on domestic and cross-border transactions, including mergers, acquisitions, joint ventures, and complex commercial agreements in industries such as technology, communications, life sciences, energy, defense and aerospace. In particular, he advises foreign companies with the installation and development of their operations in the United States. Born and educated in France, Karl began his legal career in China, practicing corporate law in both Beijing and Hong Kong, with a focus on mergers, acquisitions, and project finance in the energy and infrastructure sectors. He then relocated to Paris, where he continued to focus on corporate transactions, but also expanded his expertise to international arbitrations and litigations arising from contracts and transactions, including mergers and acquisitions, joint venture, and infrastructure agreements. Karl moved to New York to further build his corporate experience in cross-border transactions and disputes at a U.S.-based firm, where he worked closely with French companies implanted in the United States.   About Inès Briand  Inès Briand is an associate in Sheppard Mullin's Corporate Practice Group and French Desk Team in the firm's Brussels office, where her practice primarily focuses on domestic and cross-border mergers and acquisition transactions (with special emphasis on operations involving French companies). She also has significant experience in general corporate matters and compliance for foreign companies settled in the United States. As a member of the firm's French Desk, Inès has advised companies and private equity funds in both the United States and Europe on mergers, acquisitions, commercial contracts and general corporate matters, including expansion of French companies in the United States.   Contact Information Agathe Benoit  Karl Buhler Inès Briand   Additional Resources Giftory   Thank you for listening! Don't forget to SUBSCRIBE to the show to receive every new episode delivered straight to your podcast player every week. If you enjoyed this episode, please help us get the word out about this podcast. Rate and  Review this show in Apple Podcasts, Deezer, Amazon Music, or Spotify. It helps other listeners find this show. This podcast is for informational and educational purposes only. It is not to be construed as legal advice specific to your circumstances. If you need help with any legal matter, be sure to consult with an attorney regarding your specific needs.

Super Mario Bros is 40 years old. It's an incredibly simple game (it takes up the same memory as a smartphone wallpaper), yet it's incredibly popular. Over 40 million people have played it. Why? Because it's packed with psychological tips that hook players in and keep them playing. Today, Ramli John explains the subtle behavioural science tricks Super Mario games use to keep us playing. ---  Ramli's book EUREKA: https://www.delightpath.com/book/eureka Ramli's website: https://www.delightpath.com/ Subscribe to the (free) Nudge Newsletter: https://nudge.ck.page/profile Connect on LinkedIn: https://www.linkedin.com/in/phill-agnew/ Watch Nudge on YouTube: https://www.youtube.com/@nudgepodcast/ Visit the new website: https://www.nudgepodcast.com/ ---  Sources:  Alter, A. L. (2023). Anatomy of a breakthrough: How to get unstuck when it matters most. Simon & Schuster. Allen, E. J., Dechow, P. M., Pope, D. G., & Wu, G. (2017). Reference-dependent preferences: Evidence from marathon runners. Management Science, 63(6), 1657–1672. Fishbach, A. (2022). Get It Done: Surprising lessons from the science of motivation. Little, Brown Spark. Graves, P. (2010). Consumer.ology: The truth about consumers and the psychology of shopping. Nicholas Brealey Publishing. Kivetz, R., Urminsky, O., & Zheng, Y. (2006). The goal‑gradient hypothesis resurrected: Purchase acceleration, illusionary goal progress, and customer retention. Journal of Marketing Research, 43(1), 39–58. Music by Koji Kondo, © 1985 Nintendo

The author of "Political Conflict in Pakistan", Dr. Mohammad Waseem, finally comes on The Pakistan Experience for an explosive podcast on the history of Pakistan and the rise of Hindutva.On this deep dive podcast, we discuss history being rewritten in India and Pakistan, the Hindu-Muslim conflict, Partition, 1947, Savarkar, community formation, Jinnah, Muslim League, the Migrant Elite and MQM.Mohammad Waseem is Professor Emeritus in the Department of Humanities and Social Sciences, Lahore University of Management Sciences. Formerly a Fulbright fellow at Columbia and the Brookings Institute, and Pakistan chair at St Antony's College, Oxford, he specialises in Pakistan's ethnic, constitutional, electoral, sectarian, military and militant politics. His books include Democratization in Pakistan.The Pakistan Experience is an independently produced podcast looking to tell stories about Pakistan through conversations. Please consider supporting us on Patreon:https://www.patreon.com/thepakistanexperienceTo support the channel:Jazzcash/Easypaisa - 0325 -2982912Patreon.com/thepakistanexperienceAnd Please stay in touch:https://twitter.com/ThePakistanExp1https://www.facebook.com/thepakistanexperiencehttps://instagram.com/thepakistanexpeperienceThe podcast is hosted by comedian and writer, Shehzad Ghias Shaikh. Shehzad is a Fulbright scholar with a Masters in Theatre from Brooklyn College. He is also one of the foremost Stand-up comedians in Pakistan and frequently writes for numerous publications. Instagram.com/shehzadghiasshaikhFacebook.com/Shehzadghias/Twitter.com/shehzad89Join this channel to get access to perks:https://www.youtube.com/channel/UC44l9XMwecN5nSgIF2Dvivg/joinChapters:0:00 Promo and Introduction3:50 History is being rewritten in India and Pakistan6:53 The Hindu-Muslim conflict and partition11:37 Hindutva, Savarkar and Community formation18:00 Two nation theory, Jinnah and Religious conflict23:35 Muslim League, Two Nation Theory and the politics of 194732:00 Was the Partition a mistake?34:48 Elite Establishment of Pakistan and Postcolonial Pakistan50:00 Why India become a democracy but Pakistan did not?1:03:40 Migrant Elite and the Mohajir-Sindhi conflict1:22:30 Mohajirs after Partition, Mohajir Nationalism and MQM1:31:38 Audience Questions

This week on If/Then, we're sharing an episode of Think Fast, Talk Smart, a podcast hosted by Stanford Graduate School of Business lecturer and friend of the show, Matt Abrahams.How do you communicate with others when you're confused yourself? For fellow GSB lecturer Rob Siegel, leadership isn't about avoiding uncertainty: it's about embracing the clarity that ambiguity can bring.In his latest book, “The Systems Leader: Mastering the Cross Pressures That Make or Break Today's Companies,” Siegel explores how leaders today are “living in dualities,” caught between managing existing processes and adapting to emerging disruptions. “The sooner we get comfortable with [change] in the sense of ‘I don't have to like it, but I can deal with it,' then [we can] lead our teams and give them the calm to know they can get through this.”On this episode of Think Fast, Talk Smart, Siegel and Abrahams explore how to communicate effectively amid constant change. From preparation strategies for spontaneous speaking to building trust through candid conversations, you'll hear practical tips for communicating with clarity when nothing is certain but change.More Resources:Rob Siegel, faculty profileMatt Abrahams, faculty profileThink Fast Talk Smart If/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. For a full transcript of this episode, visit our podcast's website.Chapters: (00:00:00) IntroductionKevin Cool previews season three and introduces a featured episode from Think Fast Talk Smart.(00:00:40) Introduction to Rob SiegelMatt Abrahams welcomes Rob Siegel and introduces his new book The Systems Leader.(00:01:34) Teaching in a Time of ChaosRob explains how his course on systems leadership evolved amid global uncertainty and AI disruption.(00:02:39) Frameworks for Modern LeadershipRob outlines key leadership frameworks, including five cross pressures from his book.(00:04:01) Communication's Role in LeadershipThey discuss how facts, context, and communication help leaders navigate uncertainty.(00:06:18) Balancing Innovation and ExecutionThe conversation turns to managing the tension between creative innovation and operational goals.(00:08:00) Leading Through AmbiguityThey explore how leaders can embrace ambiguity as a normal, strategic part of leadership.(00:09:41) Navigating Short- vs Long-Term ThinkingRob breaks down how leaders balance quarterly goals with long-term planning and vision.(00:12:32) Strength and Empathy in LeadershipMatt and Rob examine how leaders can balance warmth and strength in team relationships.(00:16:03) How to Keep Students EngagedRob shares his best practices for engaging students through preparation, spontaneity, and challenge.(00:18:55) Building Trust Through Genuine CareThey reflect on the role of genuine interest in others as a foundation for trust and communication.(00:21:35) Communication Role Models and RecipesRob names Irv Beck as a communicator he admires and shares his top three ingredients for great communication.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, we are pleased to present a special recording from a plenary session held during the 35th annual POMS conference at the Hyatt Regency Hotel in Atlanta, Georgia. This session was dedicated to commemorating a visionary in the field of production and operations management: Professor Martin K. Starr. Professor Starr, who served as president of POMS in 1995, was celebrated not only for his pioneering contributions to the discipline but also for the profound impact he had on generations of scholars and practitioners. Joining us as special guests were Gail and Loren Starr—Dr. Starr's daughter-in-law and son—who shared touching reflections on his legacy. The session took place on Friday, May 9, 2025, in the Regency Ballroom at the Hyatt Regency Atlanta. We hope you enjoy this memorable tribute. The session was coordinated by Dr. Kalyan Singhal, Doris E. and Robert V. McCurdy Chair in Business, Distinguished University Professor, University of Baltimore, Editor in Chief, Production and Operations Management Journal, along with Professor Nitin Joglekar, The John F. Connelly Endowed Chair in Management, Villanova University. The speakers in the session were: Professor Kalyan Singhal, Doris E. and Robert V. McCurdy Chair in Business, Distinguished University Professor, University of Baltimore, Editor in Chief, Production and Operations Management Journal. Professor Sushil Gupta, Distinguished University Professor, Department of Information Systems and Business Analytics. Florida International University, Executive Director, Production and Operations Management Society Professor Cheryl Gaimon, Esther and Edward J. Brown Jr. Chair, Regents' Professor; Georgia Institute of Technology. Professor Nitin Joglekar, The John F. Connelly Endowed Chair in Management, Villanova University Professor Subodha Kumar, Paul R. Anderson Professor, Temple University Professor Don Morrison, Professor Emeritus, University of California at Los Angeles - Comments read by Professor Sriram Narayanan, Michigan State University Professor Robert Hayes, Philip Caldwell Professor of Business Administration, Emeritus, Harvard University – Comments Read by Professor Cheryl Gaimon, Esther and Edward J. Brown Jr. Chair, Regents' Professor; Georgia Institute of Technology. Professor Christoph Loch, Professor of Operations, Information and Technology, IESE Business School, Spain. Editor-in-chief, Management Science. Professor Nada Sanders, Distinguished Professor, Supply Chain Management, Northeastern University. Professor Roger Schroeder, Professor Emeritus, Supply Chain and Operations, University of Minnesota. Professor Christopher Tang, UCLA Distinguished Professor; Edward W. Carter Chair in Business Administration, University of California at Los Angeles Professor Luk Van Wassenhove, Emeritus Professor of Technology and Operations Management, The Henry Ford Chaired Professor of Manufacturing, Emeritus, INSEAD, Paris.

Do you stick to the rules or do you roll through stop signs? Whether you're “tight” or “loose” — how closely you adhere to social norms — has major implications for your life at home and at work. “To be effective, we want to be ambidextrous,” says Michele Gelfand, the John H. Scully Professor in Cross-Cultural Management and Professor of Organizational Behavior at Stanford Graduate School of Business. “Even if we might lean tight or loose, we want to be able to create a context where we can have both tight and loose elements.”Sophisticated strategies will fail if they don't account for deeply embedded norms, and Gelfand breaks down why the adage that “culture eats strategy for breakfast” is more than just a management cliché. “From the moment we wake up to the moment we go to sleep, [culture is] affecting everything from our politics to our parenting,” Gelfand says. “But we take it for granted — we don't even think about it. So it's kind of invisible. And that's a pretty profound puzzle.” What's the biggest cultural adjustment you've made? Share your story at ifthenpod@stanford.edu.This episode was recorded on January 28, 2025.Related Content:Faculty profilePsst — Wanna Know Why Gossip Has Evolved in Every Human Society?Class Takeaways — The Art of NegotiationWhy the Pandemic Slammed “Loose” Countries Like the U.S.If/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. Each episode features an interview with a Stanford GSB faculty member.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Which research methods are better, quantitative or qualitative? What is more important, getting a richer picture of what goes on in organizations, or seeking generalizable insights about causality? This debate has raged at the very least since Glaser and Strauss popularized the grounded theory method in the mid twentieth century. In 2025, we want to put this debate to rest. We asked one of the best econometric scholars we know () and one of the best qualitative scholars we know () to fight this debate on air and come up with their very own end-of-all arguments. The result? It may surprise you: We all ought to get mad.   Episode reading list Chang, H. (2008). Inventing Temperature: Measurement and Scientific Progress. Oxford University Press. Burtch, G., Carnahan, S., & Greenwood, B. N. (2018). Can You Gig It? An Empirical Examination of the Gig Economy and Entrepreneurial Activity. Management Science, 64(12), 5497-5520. Greenwood, B. N., Kobayashi, B. H., & Starr, E. P. (2025). Can You Keep a Secret? Banning Noncompetes Does Not Increase Trade Secret Litigation. SSRN, . Kraemer, K. L., Dickhoven, S., Tierney, S. F., & King, J. L. (1987). Datawars: The Politics of Modeling in Federal Policymaking. Columbia University Press. Roth, J., Sant'Anna, P. H. C., Bilinski, A., & Poe, J. (2023). What's Trending in Difference-in-Differences? A Synthesis of the Recent Econometrics Literature. Journal of Econometrics, 235(2), 2218-2244. Matherly, T., & Greenwood, B. N. (2024). No News is Bad News: The Internet, Corruption, and the Decline of the Fourth Estate. MIS Quarterly, 48(2), 699-714. Levitt, S. D., & Dubner, S. J. (2005). Freakonomics: A Rogue Economist Explores the Hidden Side of Everything. William Morrow. Greenwood, B. N., & Wattal, S. (2017). Show Me the Way to Go Home: An Empirical Investigation of Ride-Sharing and Alcohol Related Motor Vehicle Fatalities. MIS Quarterly, 41(1), 163-187. King, A. A. (2025). Does Corporate Social Responsibility Increase Access to Finance? A Commentary on Cheng, Ioannou, and Serafeim (2014). Strategic Management Journal, forthcoming. . Seidel, S., Frick, C. J., & vom Brocke, J. (2025). Regulating Emerging Technologies: Prospective Sensemaking through Abstraction and Elaboration. MIS Quarterly, 49(1), 179-204. Pentland, B. T. (1999). Building Process Theory with Narrative: From Description to Explanation. Academy of Management Review, 24(4), 711-725. Lee, J., & Berente, N. (2013). The Era of Incremental Change in the Technology Innovation Life Cycle: An Analysis of the Automotive Emission Control Industry. Research Policy, 42(8), 1469-1481. Anderson, P., & Tushman, M. L. (1998). Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change. Administrative Science Quarterly, 35(4), 604-633. Brynjolfsson, E., & Hitt, L. M. (1996). Paradox Lost? Firm-Level Evidence on the Returns to Information Systems Spending. Management Science, 42(4), 541-558. Noe, R. (2025). Moral Incoherence During Category Emergence: The Contentious Case of Connected Toys. Harvard Business School Working Paper, 24-071, . 

This is just a teaser for today's episode, which is available for Patreon subscribers only!   We can't do the show without your support, so help us keep the lights on over here and access tons of bonus content, including Roqayah's new weekly column “Last Week in Lebanon,” by subscribing on our Patreon for as little as $5 a month. While you're at it, we also love it when you subscribe, rate, and review us on Apple Podcasts.  This week, Roqayah and Kumars are joined by returning guests Sina Rahmani, historian and creator of The East is a Podcast, and Navid Zarrinnal, professor at the Lahore University of Management Sciences and host of The Colony Archive to discuss the latest from the US-Israeli assault on Iran, the effectiveness of Iranian retaliation, the politics of the Iranian diaspora, and the stakes of the Iranian government's survival for a decolonized Middle East. For more of Sina and Navid, check out The Colony Archive and The East is a Podcast on YouTube. 

AI has the potential to reshape medicine. But translating its promise into solutions for providers and patients is a high-stakes challenge.“There's a lot more problems than solutions available,” says Mohsen Bayati, the Carl and Marilynn Thoma Professor of Operations, Information & Technology at Stanford Graduate School of Business. “So it's ripe for innovation.”From trust and privacy to hallucination and data quality, the complications are significant. Bayati says that safely and effectively integrating AI into an enormous industry that treats people in their most vulnerable moments requires safety guardrails, human oversight, and maybe even a leap of faith. “[We] need to have patience with the benefits of these systems,” he says.Are you ready to interact with artificial intelligence at the doctor's office? Sound off at ifthenpod@stanford.edu.This episode was recorded on March 4, 2025.Related Content:Mohsen Bayati faculty profileA Peek Inside Doctors' Notes Reveals Symptoms of BurnoutMany Health Care Workers Are Emotionally Exhausted, and Technology May Be to BlameWhy Hospitals Underreport the Number of Patients They InfectIf/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. Each episode features an interview with a Stanford GSB faculty member.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

It's graduation season here at Stanford and students are getting ready to collect their diplomas and take their education out into the real world. A couple years ago, we sat down with Tina Seelig, a professor in our Management Science and Engineering department who's done a lot of research on how we can teach skills including imagination, creativity, innovation, and entrepreneurship — all things that can come in handy when you're setting out to make a positive contribution to the world. We're re-running this episode today, so whether you're a new grad trying to figure out your next steps, or someone simply looking for a solution to a big challenge, we hope you'll tune in again and be inspired. Have a question for Russ? Send it our way in writing or via voice memo, and it might be featured on an upcoming episode. Please introduce yourself, let us know where you're listening from, and share your question. You can send questions to thefutureofeverything@stanford.edu.Episode Reference Links:Stanford Profile: Tina SeeligConnect With Us:Episode Transcripts >>> The Future of Everything WebsiteConnect with Russ >>> Threads / Bluesky / MastodonConnect with School of Engineering >>> Twitter/X / Instagram / LinkedIn / FacebookChapters:(00:00:00) IntroductionRuss Altman introduces Tina Seelig, professor of management science and engineering at Stanford University.(00:02:04) Is Entrepreneurship Teachable?Whether entrepreneurial traits can be learned or are innate.(00:04:22) Parsing the Creative ProcessDifferences between imagination, creativity, innovation, and entrepreneurship.(00:05:52) Universality of Entrepreneurial SkillsHow entrepreneurial skills apply to industries beyond tech.(00:07:33) Teaching with FramestormingA method to redefine problems before jumping to solutions.(00:10:29) Framestorming vs BrainstormingThe concept of “framestorming” and why it's critical for innovation.(00:12:05) Inventing the Future CourseTina's course where students debate the ethics of emerging technologies.(00:13:35) Creativity and Ethical ConsiderationsThe importance of separating ideas from judgment while innovating.(00:16:20) Anticipating the DownsideHow students often identify ethical risks in technologies even experts miss.(00:18:49) Creativity and LeadershipWhy leaders need creative problem-solving and entrepreneurial thinking.(00:19:42) Teaching LeadershipCultivating leadership through values-driven education and training.(00:21:01) Combatting Leadership StereotypesCreating diversity cohorts to show leadership comes in many forms.(00:22:58) How to Engineer Your Own LuckOutlining the differences between fortune, chance, and luck.(00:25:50) The Micro-Decisions of LuckHow consistent effort and initiative lead to perceived “luck.”(00:27:34) Conclusion Connect With Us:Episode Transcripts >>> The Future of Everything WebsiteConnect with Russ >>> Threads / Bluesky / MastodonConnect with School of Engineering >>>Twitter/X / Instagram / LinkedIn / Facebook

“The way I think about trying to anticipate and shape the AI future requires us to take a step back and ask ourselves first, ‘What does this technology do? What does it enable?'” reflects Amir Goldberg, a professor of organizational behavior at Stanford Graduate School of Business. “That's very different from asking ourselves, ‘How is the technology implemented?'” From locating the origins of innovation to identifying hidden barriers blocking new ideas, Goldberg presents a framework for harnessing novel technological capabilities like AI — capabilities that are essential for staying ahead of the competition. “The data/AI train is leaving the station,” he says. “The problem is, there are many trains — and some are going off a cliff.” Is your organization exploring how to transform its experience into data? Tell us your story at ifthenpod@stanford.edu.This episode was recorded on February 5, 2025.Related Content:Amir Goldberg faculty profileTo Discover Breakthrough Ideas, Look to the OutsidersIs Your Business Ready to Jump Into A.I.? Read This First.Why Investors Throw Money at Eccentric CEOIf/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. Each episode features an interview with a Stanford GSB faculty member.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week, Roqayah and Kumars are joined by an all-star panel of new and old friends of the show to discuss the growing threat of war against Iran and the challenges of renewed nuclear negotiations as well as the Islamic Republic's commitment to Palestinian liberation and anticolonial solidarity. Assal Rad is an Iranian American historian, a fellow at DAWN and the author of State of Resistance: Politics, Culture and Identity in Modern Iran.  Sina Toossi is an Iranian American policy analyst and fellow at the Center for International Policy.  Sina Rahmani is an Iranian-Canadian historian as well as the creator and host of The East is a Podcast. Navid Zarrinnal is an Iranian historian, assistant professor at the Lahore University of Management Sciences, and host of The Colony Archive on YouTube.  Follow Assal on Twitter @AssalRad, Sina Toossi at @SinaToossi, Sina Rahmani at @UrOrientalist and The Colony Archive @ColonyArchive. If you want to support the show and receive access to tons of bonus content, including Roqayah's new weekly column “Last Week in Lebanon,” you can subscribe on our Patreon for as little as $5 a month. Also, don't forget to subscribe, rate, and review the show on Apple Podcasts. We can't do this show without your support!!!  

Neil Malhotra, the Edith M. Cornell professor of political economy at Stanford Graduate School of Business, aims to identify the nature of our tumultuous political moment in his work. In this episode, Malhotra explores rising distrust, shifting political identities, and what these changes mean for individuals — and businesses. Plus, the billion-dollar question: “Is Trump creating a movement that is separate from himself or is it identified with himself?” Malhotra asks. “It remains to be seen.”Is there a political question you'd like us to explore? Email us at ifthenpod@stanford.edu.This episode was recorded on December 18, 2024.Related Content:Neil Malhotra faculty profile: https://www.gsb.stanford.edu/faculty-research/faculty/neil-malhotraA Surprising Discovery About Facebook's Role in Driving PolarizationPulling Back From Polarization: How Business Leaders Can Step Up10 Tips for Tackling Political Polarization in the Workplace and BeyondHow the Supreme Court's Abortion Ruling Played in the Court of Public OpinionIf/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. Each episode features an interview with a Stanford GSB faculty member.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Jeffrey Goldstein, Managing Director of Queue Associates, unveils exciting insights on how Microsoft Dynamics and AI tools like Microsoft Copilot are reshaping ERP systems. He shares his vision for a future where AI advancements redefine CRM and ERP terminologies, and underscores the importance of partnering with innovators like Microsoft. Jeffrey's journey through the early adoption of cloud technology gives a compelling perspective on maintaining a competitive edge in today's fast-paced industry landscape. Equip your sales team with powerful methodologies as we explore the essentials of establishing credibility through comprehensive product knowledge. By leveraging the Microsoft suite, we empower our team to offer authentic client recommendations, weighing the benefits of cohesive integrated systems over a best-of-breed approach. The conversation unfolds the value of minimizing operational risks by choosing systems that communicate seamlessly, ultimately offering more value than disparate top-tier solutions. Leadership shines under the spotlight as we focus on the power of positivity and leading by example. Discover how happiness and joy can motivate teams, and why transparency and decision-making are crucial components of effective leadership. The episode wraps up with an exploration of personal goal setting in sales, showcasing how visualizing aspirations and celebrating team achievements can drive success. Balancing CRM strategies to align with business goals emerges as a theme, illustrating the challenges and freedoms within these systems. Jeffrey Goldstein is Co-Founder and Global Managing Director of Queue Associates. Jeffrey has and continues to play a pivotal role in driving the growth and success of the company through his strategic insights and leadership. Since originating Queue Associates in July of 1992, Jeffrey has developed a deep understanding of information systems, driven innovation, and ensured client satisfaction. Jeffrey holds a Bachelor of Business Administration (BBA) in Management Information Systems from PACE University (1980-1984), as well as a Master of Business Administration (MBA) in Management Science from Ioana University (1986-1989). Jeffrey's talents extend beyond his professional commitments, actively participating in industry associations, events, and sponsorships. He served as a past President of the IAMCP Americas, further dedicating his time towards promoting excellence and collaboration within the technology industry.  Among his proudest achievements with Queue Associates was the company's recognition as worldwide Microsoft Dynamics SL Partner of the Year. The company's accolades continue to increase as Queue expands operations across the globe.    Quotes: "In the evolving world of ERP, AI tools like Microsoft Copilot are not just enhancements; they're game changers that redefine the way businesses operate."  "Success in today's fast-paced industry isn't just about having the right technology; it's about having the right people and partnerships."  "Choosing happiness and leading by example aren't just personal philosophies; they're essential leadership strategies that motivate and inspire teams."  "In sales, establishing credibility starts with comprehensive product knowledge and the ability to offer genuine, informed recommendations."    Links:  Jeffrey's LinkedIn - https://www.linkedin.com/in/jeffreylgoldstein/ Queue Associates - https://queueassoc.com Find this episode and all other Sales Lead Dog episodes at https://empellorcrm.com/salesleaddog/ 

Today we are joined by the Professor of Finance at the University of Utah, Matt Ringgenberg to discuss everything related to anomaly returns. Matt's research – mainly centred on the actions of short sellers – has been published in all the major journals including the Journal of Finance, the Journal of Financial Economics, and the Review of Financial Studies. We begin with the definition of an asset pricing anomaly before learning about the anomalies that Matt's research is primarily focused on. Then, we unpack anomaly returns and how they relate to anomaly signal information, what causes anomalies, the risk versus mispricing debate, and the barriers to accessing financial data that allow anomalies to persist. We also weigh Matt's research against its anomaly-denying counterparts, assess anomaly behaviour before and after publicly available signal information, explore models that help to predict future anomalies, and learn more about the economic mechanism underlying asset pricing anomalies. To end, we dive into Matt's paper, ‘The Loan Fee Anomaly' and explore the relationship between cross-sectional predictors and market returns, and Matt explains why long-term happiness is the only true marker of success.    Key Points From This Episode:   (0:05:07) Matt Ringgenberg defines an asset pricing anomaly and describes the anomalies his research is focused on.  (0:06:27) When anomaly returns appear relative to the release of anomaly signal information. (0:07:57) How the annual forming of portfolios in June affects anomaly returns.  (0:08:50) The cause of anomalies, and the risk versus mispricing debate on anomaly returns.   (0:10:35) Unpacking the barriers to accessing financial data that allow anomalies to persist.   (0:13:41) How Matt's rebalancing approach could affect anomaly-denying research. (0:14:37) Applying his work to valuation-based anomalies and to investors capturing anomaly returns in live-traded portfolios.   (0:16:04) How anomalies behave before anomaly signal information is publicly available. (0:17:48) Exploring the models that can be used to predict future anomaly signals.  (0:19:05) How anomaly premiums traded on predicted signals compare to trades on actual information release dates. (0:19:37) Understanding the economic mechanism underlying asset pricing anomalies. (0:24:38) Dissecting one of Matt's short-selling papers, ‘The Loan Fee Anomaly'. (0:32:51) The relationship between cross-sectional predictors and market returns. (0:39:11) What Matt hopes to pass on to his students in his Introduction to Investments course. (0:40:48) How Matthew Ringgenberg defines success.   Links From Today's Episode: Meet with PWL Capital: https://calendly.com/d/3vm-t2j-h3p Rational Reminder on iTunes — https://itunes.apple.com/ca/podcast/the-rational-reminder-podcast/id1426530582. Rational Reminder Website — https://rationalreminder.ca/  Rational Reminder on Instagram — https://www.instagram.com/rationalreminder/ Rational Reminder on X — https://x.com/RationalRemindRational Reminder on TikTok — www.tiktok.com/@rationalreminder Rational Reminder on YouTube — https://www.youtube.com/channel/ Rational Reminder Email — info@rationalreminder.caBenjamin Felix — https://pwlcapital.com/our-team/ Benjamin on X — https://x.com/benjaminwfelix Benjamin on LinkedIn — https://www.linkedin.com/in/benjaminwfelix/ Cameron Passmore — https://pwlcapital.com/our-team/ Cameron on X — https://x.com/CameronPassmore Cameron on LinkedIn — https://www.linkedin.com/in/cameronpassmore/ Mark McGrath on LinkedIn — https://www.linkedin.com/in/markmcgrathcfp/ Mark McGrath on X — https://x.com/MarkMcGrathCFP Matthew Ringgenberg on Google Scholar — https://scholar.google.com/citations?user=NArgYXUAAAAJ  Matthew Ringgenberg on LinkedIn — https://www.linkedin.com/in/matthewringgenberg/  Matthew Ringgenberg on X — https://x.com/Ringgenberg_M  University of Utah — https://www.utah.edu/  Davidson Heath on LinkedIn — https://www.linkedin.com/in/davidson-heath-5a28999a/   Management Science — https://pubsonline.informs.org/journal/mnsc  Journal of Financial and Quantitative Analysis — https://jfqa.org/  Morningstar Direct — https://www.morningstar.com/business/brands/data-analytics/products/direct  YCharts — https://ycharts.com/  Andre Chen — https://andrewchen.substack.com/  David Booth | Dimensional Fund Advisors — https://www.dimensional.com/hk-en/bios/david-booth    Papers From Today's Episode:    ‘A Conversation with Benjamin Graham' — https://www.jstor.org/stable/4477960   ‘The Loan Fee Anomaly: A Short Seller's Best Ideas' — https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3707166  ‘Do Cross-Sectional Predictors Contain Systematic Information?' — https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3459229