Podcast appearances and mentions of phil rosenzweig

Phil Rosenzweig has been a professor at IMD Business School in Lausanne, Switzerland, for about 30 years. We discuss Phil's legendary book “The Halo Effect”, which debunks much of the classic management literature and explains how we tend to think that when a company performs well, the CEO is fantastic, the company has operational excellence, and the employees love to work there. We set a halo on the good performers.For more info about the podcast, go to the episode page and make sure to follow us on X/Twitter. We love to hear your thoughts on what you like and what we can improve, so please give us your rating and a review. You're also very welcome to tell us about great authors, books, and investors you want to hear on the show. Thank you! /Eddie & Niklas with teamThis episode was recorded on February 3, 2025.—————————————Episode Chapters(00:00) Introduction by Eddie & Niklas(01:46) Welcoming Phil(02:51) The Halo Effect(06:55) ABB(12:17) Why Phil chose the companies he did(14:11) The halo effect today(19:11) The halo effect in other areas of life(23:39) Criticism against management literature (26:39) Other common errors in thinking(30:45) Has Phil been influenced by Warren Buffett? (33:45) Discussion on strategy versus execution(46:52) Connecting the momentum/value dichotomy to Phil's writing(50:14) How Phil invests his own money(52:33) An incredible Microsoft anecdote(54:06) Phil's time at Hewlett Packard and his pivot to academia(58:37) Book discussions(01:09:45) Concluding remarks—————————————Books MentionedThe Halo Effect - Phil RosenzweigMoneyball - Michael LewisWhat is strategy? - Michael Porter (article) Left Brain, Right Stuff - Phil RosenzweigA Random Walk Down Wall Street - Burton MalkielInfluence - Robert CialdiniThe Signal and the Noise - Nate SilverOnly the Paranoid Survive - Andy GroveLights Out - Thomas GrytaPower Failure - William D. Cohan—————————————Companies MentionedABB LegoGeneral ElectricCiscoBritish PetroleumAppleMarks & SpencerNvidiaIntelLogitechMicrosoftHewlett Packard—————————————More on Phil IMD: https://www.imd.org/faculty/professors/phil-rosenzweig/Email: phil.rosenzweig@imd.org—————————————About the PodcastIntro episode: https://www.redeye.se/podcast/investing-by-the-books/817383/0-intro-to-investing-by-the-books—————————————What is Investing by the Books?Investing by the Books was founded by Henrik Andersson, Bo Börtemark, Mats Larsson and Michael Persson. It has published hundreds of book reviews in the past 10 years and operates on a non-profit basis. Visit the website: http://www.investingbythebooks.com/Follow on Twitter/X: https://twitter.com/Investbythebook—————————————What is Redeye?Redeye is a research-centered boutique investment bank from Stockholm. Founded in 1999, Redeye cultivates investors through timeless knowledge, a humble attitude, and a strong focus on quality. Visit the website: https://www.redeye.se/Follow on Twitter/X: https://twitter.com/Redeye_—————————————DisclaimerNotice that the content in this podcast is not, and shall not be construed as investment advice. This information is meant to be informative and for general purposes only. For full disclaimer, visit Redeye.se

In this episode we look at five lessons from the book 'Left Brain, Right Stuff: How Leaders Make Winning Decisions' by Phil Rosenzweig. Rosenzweig challenges the assumption that the various biases and heuristics observed by behavioural economists such as Daniel Kahneman will automatically apply in all other arenas of life - and instead tries to demonstrate that the reality is more subtle. But Tess isn't fully convinced by some of Rosenzweig's arguments. What do you think?

Chapter 1 What's The Halo EffectThe book "The Halo Effect: ...and the Eight Other Business Delusions That Deceive Managers" is written by Phil Rosenzweig. It challenges common business myths and biases that can lead to faulty decision-making. The main focus of the book is on the halo effect, which refers to our tendency to make overall judgments about something or someone based on a single characteristic or a few specific traits. Rosenzweig argues that many widely accepted business theories are flawed and oversimplified. He criticizes the habit of attributing success or failure solely to a company's strategy, leadership, or culture, without considering other important factors such as external market conditions or luck. The book emphasizes the complexity of business outcomes and highlights the dangers of simplistic thinking and analysis. By examining various case studies and research findings, Rosenzweig exposes the flaws in popular management practices and offers a more nuanced perspective on what drives business success. He provides insights into how businesses can approach decision-making with greater objectivity and critical thinking, avoiding the traps of bias and oversimplification. Overall, "The Halo Effect" encourages readers to question commonly held beliefs and adopt a more balanced and rigorous approach to understanding and evaluating business performance.Chapter 2 Why is The Halo Effect A Good BookAccording to reddit comments on The Halo Effect, "The Halo Effect: ... and the Eight Other Business Delusions That Deceive Managers" by Phil Rosenzweig is often regarded as a good book for several reasons: 1. Thought-provoking insights: The book challenges widely accepted management theories and exposes various biases and delusions that can lead to poor decision-making. It encourages readers to think critically about common assumptions and helps them develop a more nuanced understanding of business practices. 2. Evidence-based analysis: Phil Rosenzweig supports his arguments with extensive research and empirical evidence, making the book highly credible. He explores the limitations of studies and highlights the dangers of relying solely on anecdotal evidence or flawed metrics. 3. Practical perspective: Unlike many business books that offer simplistic solutions or quick fixes, "The Halo Effect" acknowledges the complexity of organizational dynamics. It provides practical advice for managers and leaders by emphasizing the importance of rigorous analysis, open-mindedness, and continuous learning. 4. Engaging writing style: Rosenzweig presents complex concepts in a clear and accessible manner. His engaging writing style helps readers grasp the ideas easily and maintain their interest throughout the book. 5. Broad relevance: While the book focuses on the business world, its lessons extend beyond the corporate realm. The principles discussed in "The Halo Effect" can be applied to various aspects of life, such as personal decision-making, evaluating political policies, or understanding media portrayals. Overall, "The Halo Effect" stands out as a valuable resource for anyone interested in understanding the fallacies and misconceptions inherent in business thinking. By challenging conventional wisdom and offering a more robust framework for analysis, the book helps readers...

One of my favorite 25 business books is The Halo Effect by Phil Rosenzweig.During this conversation, Phil explains the halo effect, along with several other delusions business leaders are bombarded with daily from the press, business authors, and consulting gurus.Other highlights include:remedies for overcoming the halo effect heuristicresearch flaws in Good to Greatbackward causalitiesbusiness culture and financial performance"When the legend becomes fact, print the legend."greed and hubrisPhil's favorite business books

Phil Rosenzweig of the Condo Owners Forum Society of Alberta Learn more about your ad choices. Visit megaphone.fm/adchoices

On today's show, Dr Ferry de Kerckhove, Senior Fellow at the Graduate School of Public and International Affairs at the University of Ottawa and Fellow of the Canadian Global Affairs Institute, gives an update on the aftermath of the earthquake affecting Syria and Turkey, and breaks down how Canada is helping. Plus, Phil Rosenzweig of the Condo Owners Forum Society of Alberta explains why condo owners are petitioning the province of Alberta to be included in the electricity rebate. And, music publicist, Eric Alper, discusses the legacy of legendary composer, Burt Bacharach in the wake of his death. Learn more about your ad choices. Visit megaphone.fm/adchoices

Business thinking is often shaped by delusions, which are influenced by poor judgments that distort our understanding of the real reasons for an organisation's performance.If you're up to speed on business books you'll know that back in 2007, Phil Rosenzweig revealed nine delusions that are commonly found in the corporate world.In this episode, Rob Llewellyn revisits those delusions that Phil wrote about in his book "The Halo Effect".  Rob then introduces a tenth delusion that thousands of companies are now falling foul of - the delusion of digital transformation.

TVC 583.2: Phil Rosenzweig, author of Reginald Rose and the Journey of 12 Angry Men, and Ed discuss the interesting relationship The Defenders and Perry Mason, including how both were water cooler-type shows, albeit for completely different reasons. Phil's book includes several chapters that discuss the back story of The Defenders, including the toll that the series took on series creator Reginald Rose's personal life. Want to advertise/sponsor our show? TV Confidential has partnered with AdvertiseCast to handle advertising/sponsorship requests for the podcast edition of our program. They're great to work with and will help you advertise on our show. Please email sales@advertisecast.com or click the link below to get started: https://www.advertisecast.com/TVConfidentialAradiotalkshowabout Learn more about your ad choices. Visit megaphone.fm/adchoices

TVC 583.1: Phil Rosenzweig, author of Reginald Rose and the Journey of 12 Angry Men, joins Ed for a look back at The Defenders (CBS, 1961-1965), the Emmy Award-winning, highly influential, and sometimes controversial legal drama created by Reginald Rose, and starring E.G. Marshall and Robert Reed, that proved, among other things, that commercial network television and absorbing drama with something to say were not mutually exclusive. Want to advertise/sponsor our show? TV Confidential has partnered with AdvertiseCast to handle advertising/sponsorship requests for the podcast edition of our program. They're great to work with and will help you advertise on our show. Please email sales@advertisecast.com or click the link below to get started: https://www.advertisecast.com/TVConfidentialAradiotalkshowabout Learn more about your ad choices. Visit megaphone.fm/adchoices

Interview video available here: https://youtu.be/F3X1BC_HQws  Bio Bruno Pešec helps business leaders innovate profitably. He is the rare innovator who can claim that he's worked on a regulation-defying freight train and an award-winning board game. In addition to his corporate experience with brands like DNV, DNB, and Kongsberg Group, Bruno runs a community of entrepreneurs of several thousand members. Longer version of bio available at https://www.pesec.no/about/ Websites/ Social Media Bruno's website: pesec.no Playing Lean site: https://www.playinglean.com/ LinkedIn profile: https://www.linkedin.com/in/pesec/ Books The 9 Big Don'ts of Corporate Innovation by Bruno Pešec https://www.pesec.no/9-big-donts-of-corporate-innovation/ The Corporate Startup by Tendayi Viki https://www.amazon.co.uk/Corporate-Startup-Established-Successful-Innovation/dp/9462761507 The Game Changing Strategy by Constantinos Markides https://www.amazon.co.uk/Game-Changing-Strategies-Established-Industries-Breaking/dp/0470276878    To Better Thinking by Linda Elder https://www.amazon.co.uk/Better-Thinking-Living-Through-Critical/dp/0133092569 The Halo Effect by Phil Rosenzweig https://www.amazon.co.uk/Effect-Business-Delusions-Deceive-Managers/dp/1476784035 Drive: The Surprising Truth About What Motivates Us by Daniel Pink https://www.amazon.co.uk/Drive-Surprising-Truth-about-Motivates/dp/B004N74VBK   Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Guest Intro: Hello everyone, thank you so much for tuning in to this episode of the Agile Innovation Leaders Podcast. My guest today is Bruno Pešec. He is one of those rare innovators and coaches whose focus is on helping business leaders innovate profitably. I had lots of learning moments and ‘aha' moments speaking with Bruno and I thoroughly enjoyed the conversation. I learnt a lot as well. I have no doubt that you will also get some useful nuggets from this episode, so enjoy. Ula Ojiaku:  I have with me here, Bruno Pešec. And, Bruno, welcome to the Agile Innovation Leaders podcast, it's a great pleasure and honour to have you here on the show. Bruno Pešec:  Thank you very much, Ula. And I also want to give my special gratitude and thanks for perfectly pronouncing my surname. Ula Ojiaku:  Oh, well, I am very happy about that. I actually wrote it out, you know, phonetically on a piece of paper. But thanks, you taught me well, great. Now let's go straight into the questions we have for you today. So, who is Bruno Pešec? Bruno Pešec:  So, Bruno Pešec is, I will describe an Innovator, Martial Artist and Engineer, that probably sums up like parts of my life that I'm proudest, and that I engage with the most. So, I started my studies as a young engineer, and what I was really fascinated with are problems, wicked problems. Usually wicked problems are described as a collection of problems that don't really have a clear cause, clear root cause, and there is no clear-cut solution, the only thing you can try to do is tame them a little bit, and I was fascinated with that as engineer. That's why I studied industrial engineering, which is a combination of systems and humans. I started my career in defense, and I had the good fortune of working on some very, very difficult products. And one of the projects that I was working on was an innovation completely based on product and technology. We made such a product that was by far the best in the whole world, it was so good, no one believed us. And it was ridiculous, but for me, it was a great learning experience, because, you know, we were a young group of engineers that said, like, hey, let's just do everything we can to make the best product we can, and we succeeded, and nobody on the market believed us. So, what happened, our sales department had to send our product on a tour across the globe. And with a lot of engineering products and solutions, they can be copied by sufficiently proficient engineers, and that is what happened after a few years. It wasn't such a leading product anymore. But for me, it was a very important learning lesson, because I realised that innovation isn't just about this technical side, but also about the human side, you must understand how to talk about innovation, you must understand how narratives form, how stories form and how people interact. And that is kind of how I started to slowly expand my own knowledge beyond just being an engineer, to also invest in a lot of time and effort to understand psychology, human nature, emotions, not just to reading, but also to try to be different myself, whatever that might mean. And it wasn't always pleasant. Ula Ojiaku:  I totally empathise - wow! Could you tell us a bit more about the product? What was the product all about? Bruno Pešec:  So, since I was working in industry, that's, you know, very limited with NDAs. So unfortunately, I can't really go into great specifics, but let's say that innovations were based on the physical properties. And I can say, you know, people expect that the products made out of steel have a specific weight, what we were able to do is, through a lot of engineering trades, using numerical simulations, very advanced computation, a lot of testing in actual manufacturing whole, we were able to make a product that has varying thickness of steel panels, and that reduce the weight of the product and increase the functionality of the product. And that's why I say, when a smart engineer sees the solution, they can easily copy it, but the challenge is seeing the solution, coming to see that. So, we did the heavy working of finding the new improvement, and then it was easy to take over. And if we connect it to what a lot of companies and startups mess up, when they spend their time and effort to educate the market and then somebody else comes and actually picks up the market. So that is, you know, when you have the whole discussion, is it good to be first to the market? Yes, if you can afford to capture it. Ula Ojiaku: Yes. Yes. Very true, because you have the fast followers who just sit back, let you do the heavy lifting and then they, because they have maybe a wide range of resources and deep pockets, are able to mass manufacture what you spent years to put together. Wow! Bruno Pešec: Exactly. Ula Ojiaku: So, what were the key lessons, because you said you now realise that it's not just about having a fantastic product, you also had to focus on the human psychology. So, what's different between then and now? Bruno Pešec: So, one of the things, reflecting here in the moment, one of the very important lessons, for me personally, was that alignment is much more important and valuable than being the most correct person in the room, or following the perfect or the ideal process. So for myself, you know, I have a decade of experience innovating and inventing, not just in defense, but also in transportation in oil and gas, in entertainment, you know, in different industries. And without trying to sound arrogant, I have a good grasp of what it takes to, you know, develop, invent something and take it to the market, which is not necessarily always true. So, when I work, you know, with clients or different teams, I'm usually the person who knows the innovation process, but that doesn't matter a lot if I cannot help those people in the room to actually get from A to B. And that sometimes includes, I don't want to say compromises, but negotiations, both internal implicit, but also external, you know, when do you stop focusing on just the theory and when do you move to, okay, in practice being pragmatic, and moving on. And I would say that Agile and Innovation and Lean and Lean Startup and a lot of these fields, they're guilty of being extremely dogmatic and paradigmatic, and then you have this whole conversation around, okay, when is it about dogma and when is it about flow, customer, value, outcomes? So, that, to me was part of my learning journey, like, sometimes harsh lessons. Ula Ojiaku: I totally am nodding because I experienced this every day, as you know, as an Agile Coach, it's really about, you might know things, you know, but it's also about working with people, because finally, at the end of the day, it's all about people and you need to work with people, you need to establish the relationship, the trust. And for me, a policy is I want to work with people in a way that they would want to work with me over and over again. And sometimes this may be about losing a battle so that you know, everyone can together win the greater war, you know, from time to time. One statement you made now that really stood out to me is that; “Alignment is more valuable than being the most correct person in a room”. That's a great quote. Okay, so can you tell us about your game Playing Lean? I understand you developed the game, how did it come about and what do you currently use it for? Bruno Pešec: So yes, it's called Playing Lean, and I'd be happy to tell you a bit more. So, it's funny, it came through part of this learning experience as well. So, I'm not the only one, it was also Simen Fure Jørgensen, he is the guy that actually started it as well. So, the starting point was very simple. You have a group of people, and you want to introduce a new concept. In this case, it was Lean Startup. And you know how it will go, if you tell two groups of people where here's a book, read it, let's talk in a week. So, maybe there's one person that reads it, the rest might skim it, and the, you know, the other third won't even open it. And what we were inspired with was using games. We were actually inspired with Get Kanban if you know the game for teaching Kanban in software development. And back in that time, Simen just tried to find a similar game for teaching Lean Startup Innovation, entrepreneurship, and there was none, and that was the trigger. So, it was scratching our own need, and what I love and what I'm the proudest was that we used the Lean Startup principles to develop the game itself. That was very important to us, and to the listeners that maybe have heard about Lean Startup but aren't as familiar. So, Lean Startup is a methodology for developing businesses through experimentation, iterative development, and it basically relies on Agile body of knowledge, customer development and business modeling. So, in our case, we decided after we have iterated a lot on the functionality and the desirability of the game, we decided to go down a crowdfunding route. And what happened, it was a big failure. So, we didn't manage to reach our goal, but when we were reviewing, so it wasn't zero, but it was not enough money to actually take us, so, we used Kickstarter as a platform, which is all or nothing, you must reach the goal, otherwise, you receive no funds, but you can see the data. And what we noticed is that the people that were supporting the campaign actually weren't who we thought the players are, but who would use the game to teach Lean Startup. And that is when we realised, hey, our customer segment isn't really the people that will play the game to learn lean startup, but our customer segment is actually people like you and me, Ula, that consult and coach and help others. Now when we realised that, we started focusing, okay, what do these people need? What are their jobs to be done, what is important to them? And then tweak the product, what we learned is to them, what's really important is that the product is extremely polished, they need to be proud of it, it shouldn't look like you know, Microsoft clipboard, or clipart, whatever, it needs to look very professional. So, we partnered with Holger who is one of the best illustrators in the world, he illustrated Business Model Generation and other things like that. So, we partnered with him, the game looks spectacular. Okay, then we said it needs to be reputable. So, we partnered with Ash Maurya who wrote Running Lean, we partnered with Alexander Osterwalder who wrote Business Model Generation and few other books in the series, that was important. And then what was also the thing is the facilitators and coaches and consultants, they're not buying the game, they're buying a new product for their coaching or consulting portfolio. So, our value proposition is the game, plus the facilitating materials, plus the marketing materials, plus everything. So, a lot of learning happened, you know, in that one failed campaign. And then we kept iterating on that, and they usually say the rest is history, I hope it's still not history. But you know, we won awards, first game was completely sold out, we made a new one, that one is also almost sold out, we have a global community of 200 Facilitators. So, it's been going pretty well. And all of this, you know, learning, learning, learning, adjusting, learning, adjusting, learning, adjusting, learning, adjusting. Ula Ojiaku:  You're basically applying the, you know, the Lean Startup cycle as well, because you're adjusting, you learn, you take the learning you're adjusting, and you make an improvement on what's existing. Congratulations. Now, that's an amazing story. And the fact that you said, you know, the Kickstarter failed, it wasn't a failure, it was more of a redirection, because you now got to focus on the right customer, the person who needs the product. Yeah and so, I also understand from your website that you sort of run, Train the Trainer sessions on Playing Lean, is that correct? Bruno Pešec: That's correct. That's correct. Ula Ojiaku: Okay, and when is your next one? Do you have any scheduled in the near future, or, you know, should listeners just go to the website and register? Bruno Pešec: So, listeners can go to playinglean.com. And what we decided to do because of COVID, obviously, and the global situation, so we have a completely self-paced part. So, you can take it any time, and then when you complete it, we schedule, so we have batches of people. So, let's say that you immediately go, you hear this show, and you go, you can take it, you can listen to all the theory or the facilitation, Playing Lean facilitator training. And then when there's four or six, we schedule a private session where we play the game together, and you know, let's say, finish the training, and we came to that because it's pretty flexible for people. And as I said, our customer segments are consultants and coaches, and the thing that they really don't want is to lose their precious billable time. Ula Ojiaku: Yes, yes. And will the follow up sessions, will they have to be in person or have you devised a way of doing it virtually? Bruno Pešec: So, everything is completely virtual for the time being. So, we're using Mural, but any of these can work. And what we basically did is we took and we recreated the whole game in that setup, and I was a bit skeptical at first. I wasn't 100% sure that, you know, it would work in such a setting because it is a board game, Playing Lean is a physical board game, and we purposefully designed it to be physical. Before all this happened, we rejected to make it digital, because there's a special connection when you're doing that together. And so I wasn't sure if we go with, we move it online, but people were asking so much, like, they want to play, they want to attend it. So, we said okay, let's give it a try. What we actually found out was that it works in some cases better, and in some worse. So, one thing that you lose is people cannot talk at the same time.  I'm sure that everybody noticed that now with all zoom and Teams and all the meetings is, it's very difficult, you cannot talk at the same time, which does happen in physical meetings, you might have small groups of people either whispering or saying something. Here, that doesn't work, so, you must facilitate and arrange everything differently. You can have breakouts, but again, you cannot see it as a facilitator. When you coach team, you know, if you tell two of them have a discussion, you can slightly overhear. Yeah, now, you lose that. So, there are some challenges in this. But I'm pleasantly surprised, you know, thinking back 10 years ago, how many digital tools we have today and they're good. They work. Ula Ojiaku: True, true, I mean, that's why we're speaking although we're in different geographical locations. So yeah, definitely. Right, so, I know that you also recently published the book, an E-book, “Nine Big Don'ts of Corporate Innovation: How to Spot and Avoid Costly Innovation Mistakes”, can you tell us a bit more about this? Bruno Pešec: I'd love to. So, the starting point for this, were something that's usually called survivor bias. And I'll just share two stories to kind of illustrate the survivor bias. And funnily, both include aviation. So, in one case is Aeroplane Inspectors, so whatever is their formal title, were investigating plane crashes, and survivals. And what they noticed was that it wasn't the most important, how physically prepared people in the plane were, it didn't matter if they are obese, or if they're healthy, unhealthy, or whatnot, the only thing that mattered, was if people stopped to take their belongings before evacuating the plane. So, everybody who stopped to try to get their, you know, things from the overhead department perished. And that is why you always hear that boring message, back in the time when we were flying much more often, you know, take oxygen first in case of evacuation, ignore your belongings, go out. So, and they discovered it by focusing on all those that perished, not those that actually did manage to run out and escape before the plane caught fire. A similar story, but from wartime, was when they were looking into reinforcing fighter crafts. So, they were looking, they were charting, when the crafts returned, they were charting all the holes on the body of the plane. And then their initial idea was to focus on all the parts where the holes were. But one guy observed and said, “No, that's wrong. Because those planes return, let's take look where there are no holes, because where there are no holes, those planes did not return”. And then they reinforced that and that increased the survivability of the plane. So, this is, it's almost like inversion of thinking. And that survivor bias at the core is, hey, sometimes there is value in looking at all those that failed, and understanding why did that fail, and avoiding the things that they were doing? And that was the logic, that was something that started me here. So, I worked with hundreds of innovators with, I don't, I can't say hundreds of companies, but when you work with a large company, you know, it's easily several hundred people. And I continue to see the same mistakes again, and again and again. And I said, you know, it's not about trying to copy Amazon, or Google or whoever you think is the most innovative company in the world. Stop, pause and take a look at all the failed innovations. And that was kind of the trigger that is, so from experience and observation, I decided to share mine. I will not go into great details of all mine, because everybody who listens to this can get the e-book for free in your show notes, they will be able to find it. If not, they can reach out to you, to me, whoever, we're going to help them. But one that I want to share with your listeners is one of maybe a little bit shocking ones that I say is don't invest in orphans, orphan ideas, and what do I mean by that is ideas by themselves are worthless. We keep hearing that, but we don't take action on that. So, an idea doesn't come out of nowhere, someone must have recommended it, and on the management level, a common mistake is when, let's say there's a group or strategy retreat, and they hire some consultant, they come up with brilliant ideas, but they don't execute on it, they give it to someone else to do it. So, there is a discrepancy, there is this idea, it came from Ula, but suddenly it was thrown to Bruno, go do it. I never met Ula in my life, I'm supposed to be passionate about this? Ula Ojiaku: Exactly. You don't know the context behind the whole idea? How did it come about? But, no, these things happen and I'm thinking of a recent example. Bruno Pešec: But it is, it you know, it is something that resonates, and people are aware of it, but they don't think about it this way, and then they don't realise how damaging this is. And especially, so I don't want to sugarcoat it. Innovation, in a large company, is a very painful process, it is very punishing on people, it's very rarely rewarding, and people that do deal with innovation in companies, they don't do it to get tapped on the back, they do it because they derive pleasure from it, they derive joy from it. But that does not mean that they shouldn't be rewarded, but those people that are like that, they're rare. So usually, you know, I see that happen again, and again, a company decides ‘we want to be innovative'. Everybody, you know, there's a training for everybody in the company, and we will have like, big company meeting from today on, you must be innovative, and, you know, it's forced down the throat. And suddenly, people, you must work on this project, it's very difficult. It's difficult to force people to go through such pain for nothing. Ula Ojiaku: Like you said, innovation is not something you force down people's throats, it has to align with their intrinsic motivation, I believe it was Daniel Pink that wrote the book Drive about what motivates people. And, at the very least, they have to know what's in it for them, which goes back to, you know, your earlier statement about, you're dealing with human beings, you need to understand the psychology, how do you get people's buy in? How do you make sure that they want to do it, even if you're not there watching them? Yeah. Right. So, you've shared one of the don'ts, which is don't invest in orphans, do you want to share maybe one or two more of those ‘don'ts' in corporate innovation? Bruno Pešec: So, the last one, don't make how much time, effort and money you have spent so far, guide your decision. That is also a very common one, it happens to all of us in private life, in business life, I'm sure you experienced this, well, you know, when you're sitting there, the project isn't going as it should be going. And then somebody says, well, we've been going at this for two years, we spent, you know, so much money, we hired people for this, you know, let's keep on doing it, and if that is your only reason to keep on doing it, I'm sorry, this probably doesn't have a very bright future. And the same goes for innovation projects and companies, you know, after some time, you should just cut the losses. It's kind of if you've spent two years and there is no traction in the market, it's just not attracting attention. It's better, you know, to stop leaking more funds, and even worse than that is people's time, like, as far as we know, time goes in only one direction, we can make money again. But to me, especially in large companies, what every leader has is additional responsibility for the time of their employees. The most disrespectful thing you can do is waste somebody's time. It happens, unfortunately, often because people don't understand that it's happening. But when you walk into a room, and you tell someone that they've spent two years on something that's at a dead end, what you did, you threw away two years of their life, they could have been doing something else. Ula Ojiaku: True, true. And there's nothing more demoralising than you know, you're going on a road that's a dead end, and everybody knows it, but nobody wants to say, you know, “are we actually headed in the right direction?” And there's a phrase, I mean, this is in in the scaled agile framework, which is one of the, you know, popular scaling agile frameworks. One of the principles there is to ignore sunk costs. And you know, that's basically, you don't base decisions for the future based on how much time, money, effort, resources, that you've put into it. You have to evaluate it based on the results you're getting - are you getting the outcomes? I mean, if you had if you had made a hypothesis, has the hypothesis been validated or not, if it's not been validated, and you're getting, your indications are contrary to what you expected, it's either you pivot or you kill it. You don't just go on for sentimental reasons. So, no, great one. Yeah. Do you want to add anything else about your e-book? Is there anything else you'd like to share with the audience? Bruno Pešec: Well, we could probably go for several hours discussing everything in it. But what I can just say is that, besides just discussing these different don'ts, I also offer specific countermeasures. So, that is something for example, for the sunk cost I completely agree with what you shared. Unfortunately, the side effect is, if you run into someone that doesn't want to see exactly how you describe it, so like, no, no, no, no, that experiment wasn't done correctly, or I wasn't involved in that hypothesis, then one easy countermeasure is to immediately agree on the spot, okay, I see, I understand that you're very involved in that you, you know, your ego is in this. So, let's make an agreement right here, right now. What is it? What terms are we giving to this? What terms are we giving to this to continue? So, we, for example, this is a real one, but I'm removing the details, because of confidentiality. With one executive, he had exactly that problem. He was working on something for three years and he was afraid that if he would stop this, that his career would suffer as well. So, we sat down with his management team, and we said, okay, we are not now ready to immediately kill it, even though we have spent so much, but we're going to give it exactly three more months, and A, B and C, if that happens, it continues. As clear as that, signed by everybody, not for legal reasons, but for psychological reasons. You know, I put my name on this, I commit to these terms. Three months later, they kill it, we didn't even discuss it for five minutes. It was, you know, this is what we said, it didn't happen. Bam! I was shocked, I was shocked how easy that went. So that is, you know, an easy one, because people need to own that, I cannot tell people go and kill it, they must see like, oh, we really should stop this. Ula Ojiaku: Exactly. And there's something about a public commitment as well, it kind of, you know, makes it easier for all parties involved. You know, there is a rational reason for killing it and a rational reason for stopping an initiative, if that makes sense. Now, I'm going to ask you a question as a, you know, you teach innovation and entrepreneurship. Have you ever been in a situation where you've been asked to coach, you know, maybe a team or a particular area, so you have like the leadership buy in, and you've been asked to coach the team, but the team are kind of a bit closed to getting input from you? If so, what have you, you know, could you share with the audience what you've done to win them over or, and get them to actually get to a point where they are seeking and actively drawing your input into what they're doing? Bruno Pešec: So, I had that happen both at the management level and at the team level. So, in one case, I walked in with a team, and the guy immediately told me as I walked through the door, Bruno, this is bull****, I'm here, just because I was commanded to be here. You know, you have three minutes. And I just completely ignored him, I just looked at him, I was like, okay, so, and started the discussion. Why are we here? What do we want to get? In my case, I usually try to avoid confrontation in that sense, because people are, they have the right to be frustrated. Like, if they have really been commanded and just said, "You be here”. You know, it's kind of, I might recognise that and say, okay, I understand that, I'm not here to do innovation theatre, so I don't, how could I say, I don't really do training. When I'm brought in, I do very specific things. So, in this case, I'm really relying a lot on my background as engineer because they can see that I'm one of them in most of the cases, so I'm not like a manager or a sales guy or something like that, I'm very curious. I'm curious about their work, and this is where we start. We start talking about their specific product or service. Understanding that, and I just let them talk, and that's the easiest one, it's kind of, I'm not there to be smarter than them, I'm there because I'm good at the part of the process, and together, we're going to figure out what needs to be achieved, and sometimes they have very strong feelings. I know exactly what needs to be done, but no one in management is listening to me, and then I go, okay, I'm here, I'm listening to you, now share. And we just start from there. And people usually do have, and it is a great starting point, they will say, you know, this product sucks, because of A, B, and C, what needs to happen is X, Y, and Z. And then I start probing, it's like, okay, the things that you said that it sucks, why is that so? Okay, and you say that this will be a solution, why do you think so? And I ask them, we start to have a whiteboard, we start mapping it, if we don't know, we have this conversation, we start going to very specific things. Because what I strongly believe in is go harsh on problems, go harsh on issues, but be gentle with people. So, if you and I, you know, I will always have my utmost respect for Ula, but when we have a problem in front of us, when I go harsh, I'm not going to harsh on Ula, I'm going harsh on the problem. Ula Ojiaku: Don't take it personally. Bruno Pešec: Exactly. I want to rip the problem apart. That's our job as innovators, you have an idea, it's not about kissing that idea on the cheek, it's about breaking it seeing you know, what, if we do this, is it going to hold? What if we do this is it going to hold? What if we do that, is it still going to hold? If not, well maybe this is worth doing, it has nothing to do with you as a person. You and I, we are in a partnership about solving that problem, that issue, and for me, it works because it's genuine and people can feel that. So, I'm, you know, I'm being authentic, I'm being myself. And that is why I also say when people ask me, okay, Bruno, how can I coach like you? How can I, you know, repeat the same thing? I tell them, don't try to copy, you know, I am me, you are you, play to your strength. If you're a quiet person, if you're a gentle person, play to that, you know, be like water, be like river, wear them out, you know, wear them out with kindness, always go back to what you're discussing, be yourself. It's so tiring trying to be somebody else, it's so tiring trying to copy somebody else. It won't always work, but you will know that you were yourself, you did the best you could what's then there left to regret, even if it goes bad. Ula Ojiaku: True, true. I'm beginning to get suspicious that you've been eavesdropping on me, because I recently this week, gave a talk on being yourself and being that perfectly, so it's almost like, hmm, did Bruno eavesdrop on my speech? But hey, well said, well said. Now, let's just round up with a few more questions. This has been a fantastic conversation, I definitely have enjoyed speaking with you. Are there any books that you'd say you've drawn inspiration over the course of your career? You know, if so, what books are these? If you can share? Bruno Pešec:  Since the topics we have discussed today, were about innovation and a little bit of thinking better, I'll share three specific books. So, one for innovation. That is The Corporate Startup by Dan Toma, Esther Gons and Tendayi Viki, it is a great book, it's currently I would say one of the best books on both Innovation Practice and Innovation Management. So, I would definitely recommend it to everybody. It's a bit thick, but you know, you get actually two books in one. And another one, because to me, both Lean Agile Innovation, you know, they're all means to an end. If they become an end in itself, then that's when they become dogmatic. And what ties them all together is, you know, strategy. And the book I would heartily recommend, it's a, I would say, it's a bit underappreciated, is Game Changing Strategies from Constantinos Markides. It's a great book, so, he's a professor from London Business School, I think, or London School of Economics, I don't know, I keep mixing them. And he writes very well for an academic, you know, it's easy to consume a lot of examples. He makes business model innovation come to life. It's not just some theory, but it's specific examples, and for me, it's great because it shows you how to adapt. It doesn't have a lot of modules or anything, so it's more like looking at it and seeing okay, this worked, this didn't work, what's my case? And the third one, to better thinking. So, one great thing I read was that employees can make a bad CEO look great, so, employees can make anything work, bad decisions, bad management policies, you know, if they want to, they will make it work. At the same time, employees can also make the best strategies and policies go to nothing if they want to sabotage them. So, the last book is more on, I would say, for managers and leaders, and it's The Halo Effect from Phil Rosenzweig. What he talks about is exactly like what I mentioned with the survivor bias, but he talks about different views. Let's say that the gist of his book is by focusing on, you know, those perfect leaders with their halo, you become blinded, and leaders themselves become blinded, because they get confused, because they think that it is their ingenuity that created the result and not the employees and their skill. And you know, was Steve Jobs, the one who created everything? Ula Ojiaku: No Bruno Pešec: No, he definitely had some things that were good, he had some things that are horrible, but he had great people around him, they didn't come out of nowhere. Obviously, you could say the same for Elon Musk, Jeff Bezos, Bill Gates, or all the people that we consider, look at that that person, the halo around them. The risk for every leader and manager is to get deluded by their own success. And it's a lovely short book that will show you all these biases and delusions that can happen. I'll stop here. I think three books are enough. Ula Ojiaku:  I've had The Corporate Startup on my reading list, but the other ones, Game Changing Strategy, The Halo Effect definitely have gone onto my reading list now, which is already like this long. So, thanks for sharing those. Now, how can the audience reach you? How can the audience reach you, Bruno, are you online on social media? Bruno Pešec: So, I write a lot about innovation, strategy, experimentation, entrepreneurship, as well. You can find all of that on my website, www.pesec.no. It will be in your show note, as well, so you can find it there. I publish a lot of free resources, templates, sessions like this, webinars, writings, an E-book, etc. So, you can find everything there. I invite everybody who would like to connect on LinkedIn as well, but if you do then then please just drop in “Ula sends me.” Ula Ojiaku:  Well, more like “I listened to your episode on the podcast, and I'm reaching out.” Bruno Pešec: Right? They can make it as detailed as they wish. So, keeping it simple, that is where I share everything, and it's open and free. And I'm happy to share. You know, if you heard something in this conversation, please reach out to Ula or reach out to me if you would like any questions or any specific materials or whatever. Ula Ojiaku: Sounds great Bruno, thanks for that. Now, any final words for the audience before we wrap this up? Bruno Pešec:  Well, before the audience, for you, thank you very much. This has been a great conversation, very engaging. So thank you for creating this atmosphere and making this a very easy conversation. I believe, I mean, I enjoyed it so much, I would be surprised if the listeners don't take a little bit of our energy and conversationA and to the listeners, I just have one thing. So, you heard today a lot of stuff. There's a lot of great stuff to hear from Ula's other episodes, but the most important thing is start immediately, today, don't wait for the perfect moment. Take just one thing from today, and immediately discuss it tomorrow with the team or yourself, just one thing, it doesn't matter what, just immediately try it out. One step at a time. And, you know, a year from now we will look back and see what an amazing year you had. Don't wait for the perfect moment. Just start. Ula Ojiaku:  Fantastic. Well, that's very inspirational, I'm motivated to just go and conquer the world right now. Bruno it's been a pleasure speaking with you and I hope you would want to come back another time for us to have another conversation on this show. So, thank you so much Bruno. Bruno Pešec: Thank you, Ula, would be lovely. Ula Ojiaku: Great! Outro: That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show.  I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless.  

12 Angry Men is often near the top of many lists of top 100 films. However, it was not always certain that this would become the classic that it has become. This week, our guest is Dr. Phil Rosenzweig. We're going to discuss his book: Reginald Rose and the Journey of 12 Angry Men. We're going to discuss some of the inspiration behind Rose's penning of the play; his early connections with the great Rod Serling of The Twilight Zone; the casting of the film with Henry Fonda, Jack Klugman, Lee J. Cobb, E.G. Marshall, Ed Begley, etc.; the early perceptions of the film; some of the complications that it faced when it premiered; how it has become a great tool for educators; and how it continues to impact how we think of the justice system and what justice even entails. Make sure you hit the subscribe button for this one. We've got more great conversations coming out. GUEST'S WORK (affiliate link): Reginald Rose and the Journey of 12 Angry Men: https://amzn.to/3KeZB7F PODCAST INFORMATION: Main website: https://theneutralgroundpodcast.com/ YouTube: https://www.youtube.com/channel/UClSW07ZA4XASfPjwUD3Gv7w Apple: https://podcasts.apple.com/us/podcast/the-neutral-ground-podcast/id1576798405 Spotify: https://open.spotify.com/show/4JsI480Vh6snrLau889nea Google: https://podcasts.google.com/feed/aHR0cHM6Ly9hbmNob3IuZm0vcy82NDRlYTBlOC9wb2RjYXN0L3Jzcw Amazon: https://music.amazon.com/podcasts/cda82070-803d-457b-ad65-bd7ec8502c1e/the-neutral-ground-podcast Stitcher: https://www.stitcher.com/show/the-neutral-ground-podcast RSS: https://anchor.fm/s/644ea0e8/podcast/rss SOCIAL MEDIA: Instagram: https://www.instagram.com/drjoemeyer/ Facebook: https://www.facebook.com/theneutralgroundpodcast/?ref=pages_you_manage LinkedIn: https://www.linkedin.com/in/theneutralgroundpodcast/ SUPPORT THE PODCAST: Subscribe/follow the podcast. Leave a rating/comment wherever applicable. Visit the main website for The Neutral Ground Podcast at https://theneutralgroundpodcast.com/ and send me an email or leave an audio message for me with some thoughts or questions about one of our topics. Buy me a cup of Ko-Fi at https://ko-fi.com/theneutralgroundpodcast. Patreon: https://www.patreon.com/theneutralgroundpodcast Any one of the above items is equally important to me. I am genuinely humbled and moved by the feedback I'm receiving, and the support that I'm getting from all of you. Thank you --- Send in a voice message: https://anchor.fm/joemeyer/message

Saya membahas buku The Halo Effect karya Phil Rosenzweig. Buku ini membahas soal kesalahan kita saat memberikan penilaian terhadap kesuksesan atau kegagalan sebuah perusahaan. Banyak orang seringkali mengkaitkan performa keuangan perusahaan yang bagus dengan kesuksesan perusahaan. Dari situ, mereka lalu menganggap semua yang dilakukan perusahaaan tersebut sebagai hal yang hebat, mulai dari strateginya yang jelas, kepemimpinan yang brilian, dan eksekusinya yang luar biasa. Namun ketika perusahaan yang sama mengalami penurunan kinerja. Semua orang lalu berbalik mengkritik dan menganggap semua yang dilakukan perusahaan itu buruk. Ini yang seringkali kurang tepat.

Whenever the ABA Journal has conducted a survey to find the best legal movies or the best legal plays, Twelve Angry Men has made the list. The black-and-white 1957 film about a deadlocked jury coming to a consensus in a murder trial has become a classic, one of Henry Fonda's most striking tales. As a play, Twelve Angry Men is performed around the world, in many languages, in theaters large and small. But the path to becoming a classic was not a simple one, and the man behind the script was not a simple man. In Reginald Rose and the Journey of 12 Angry Men, author and business professor Phil Rosenzweig has written the first biography about the man who brought 12 Angry Men to screen, first as a television program and then as a film. Rosenzweig has long used the film in his classes to discuss group dynamics. Delving deeper into Rose's work, he uncovers the background of one of the unsung pioneers of the television age. In addition to 12 Angry Men, Rose also wrote The Defenders, a seminal television show that has also been named by the ABA as one of the most important legal TV series ever. One of the striking things Rosenzweig has observed about Twelve Angry Men is the ownership that two industries feel towards it. For legal professionals, this is a script about the law and a commentary on justice; business management circles feel equally certain that this is a script about the art of persuasion and getting buy-in.  Rose claimed that the idea to write about a jury stemmed from an experience he had when called for jury service himself. Through careful examination of the criminal dockets during the time, Rosenzweig has identified the real-life (but little-known) case he believes gave Rose that inspiration. In this Modern Law Library episode, he discusses his discovery with the ABA Journal's Lee Rawles, and shares his opinion about why this script has stood the test of time.  

TVC 556.3: Part 2 of a conversation that began last week with Phil Rosenzweig, professor at both Harvard Business School and IMD business school, and the author of Reginald Rose and The Journey of 12 Angry Men—the first biography of Reginald Rose, one of the first great voices in television, and the screenwriter and producer of 12 Angry Men (1957), the iconic motion picture starring Henry Fonda that began as a one-hour drama for that Rose wrote for the CBS anthology series Westinghouse Studio One. Topics this segment include some of the differences between the movie and the original TV production, including the back story of one of the most famous scenes in the movie. Want to advertise/sponsor our show? TV Confidential has partnered with AdvertiseCast to handle advertising/sponsorship requests for the podcast edition of our program. They're great to work with and will help you advertise on our show. Please email sales@advertisecast.com or click the link below to get started: https://www.advertisecast.com/TVConfidentialAradiotalkshowabout Learn more about your ad choices. Visit megaphone.fm/adchoices

TVC 556.2: Ed welcomes Phil Rosenzweig, professor of organizational behavior at IMD business school, and the author of Reginald Rose and The Journey of 12 Angry Men—the first biography of Reginald Rose, one of the first great voices in television, and the screenwriter and producer of 12 Angry Men (1957), the iconic motion picture starring Henry Fonda that only continues to touch audiences all over the world, but has been used by many schools for its depiction of group dynamics and human relations, its use of rhetoric, and its portrayal of ordinary citizens reaching a just verdict. Topics this segment include how Rose was among the first writers to use television drama as a platform to present topical issues to the American public, and how Rose arguably understood television better than any of his contemporaries. Want to advertise/sponsor our show? TV Confidential has partnered with AdvertiseCast to handle advertising/sponsorship requests for the podcast edition of our program. They're great to work with and will help you advertise on our show. Please email sales@advertisecast.com or click the link below to get started: https://www.advertisecast.com/TVConfidentialAradiotalkshowabout Learn more about your ad choices. Visit megaphone.fm/adchoices

TVC 556.3: Phil Rosenzweig, author of Reginald Rose and The Journey of 12 Angry Men, talks to Ed about how Henry Fonda became attached to the 1957 movie version of 12 Angry Men; why Fonda's character, Juror No. 8, was a great fit for the actor; and how the movie cemented television plays as a legitimate source for motion picture adaptation. Want to advertise/sponsor our show? TV Confidential has partnered with AdvertiseCast to handle advertising/sponsorship requests for the podcast edition of our program. They're great to work with and will help you advertise on our show. Please email sales@advertisecast.com or click the link below to get started: https://www.advertisecast.com/TVConfidentialAradiotalkshowabout Learn more about your ad choices. Visit megaphone.fm/adchoices

Phil Rosenzweig's Reginald Rose and the Journey of 12 Angry Men (Fordham Press, 2021) is the first biography of a great television writer, and the story of his magnum opus In early 1957, a low-budget black and white movie opened across the country. Consisting of little more than a dozen men arguing in a dingy room, it was a failure at the box office and soon faded from view. Today, 12 Angry Men is acclaimed as a movie classic, revered by the critics and beloved by the public, and widely performed as a stage play, touching audiences around the world.  Rosenzweig is a Professor of Business Administration at IMD in Lausanne, Switzerland, where he has used 12 Angry Men for many years to teach executives about interpersonal behavior and group dynamics. It is also a favorite of the legal profession for its portrayal of ordinary citizens reaching a just verdict, and widely taught for its depiction of group dynamics and human relations. The book tells two stories: the life of a great writer and the journey of his most famous work, one that ultimately that outshined its author. More than any writer in the Golden Age of Television, Reginald Rose took up vital social issues of the day - from racial prejudice to juvenile delinquency to civil liberties - and made them accessible to a wide audience. His 1960s series, The Defenders, was the finest drama of its age, and set the standard for legal dramas. This book brings Reginald Rose's long and successful career, its origins and accomplishments, into view at long last.  Drawing on extensive research, and brimming with insight, it casts new light on one of America's great dramas - and about its author, a man of immense talent and courage. Joel Tscherne is an Adjunct History Professor at Southern New Hampshire University. His Twitter handle is @JoelTscherne. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/biography

Phil Rosenzweig's Reginald Rose and the Journey of 12 Angry Men (Fordham Press, 2021) is the first biography of a great television writer, and the story of his magnum opus In early 1957, a low-budget black and white movie opened across the country. Consisting of little more than a dozen men arguing in a dingy room, it was a failure at the box office and soon faded from view. Today, 12 Angry Men is acclaimed as a movie classic, revered by the critics and beloved by the public, and widely performed as a stage play, touching audiences around the world.  Rosenzweig is a Professor of Business Administration at IMD in Lausanne, Switzerland, where he has used 12 Angry Men for many years to teach executives about interpersonal behavior and group dynamics. It is also a favorite of the legal profession for its portrayal of ordinary citizens reaching a just verdict, and widely taught for its depiction of group dynamics and human relations. The book tells two stories: the life of a great writer and the journey of his most famous work, one that ultimately that outshined its author. More than any writer in the Golden Age of Television, Reginald Rose took up vital social issues of the day - from racial prejudice to juvenile delinquency to civil liberties - and made them accessible to a wide audience. His 1960s series, The Defenders, was the finest drama of its age, and set the standard for legal dramas. This book brings Reginald Rose's long and successful career, its origins and accomplishments, into view at long last.  Drawing on extensive research, and brimming with insight, it casts new light on one of America's great dramas - and about its author, a man of immense talent and courage. Joel Tscherne is an Adjunct History Professor at Southern New Hampshire University. His Twitter handle is @JoelTscherne. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/performing-arts

Phil Rosenzweig's Reginald Rose and the Journey of 12 Angry Men (Fordham Press, 2021) is the first biography of a great television writer, and the story of his magnum opus In early 1957, a low-budget black and white movie opened across the country. Consisting of little more than a dozen men arguing in a dingy room, it was a failure at the box office and soon faded from view. Today, 12 Angry Men is acclaimed as a movie classic, revered by the critics and beloved by the public, and widely performed as a stage play, touching audiences around the world.  Rosenzweig is a Professor of Business Administration at IMD in Lausanne, Switzerland, where he has used 12 Angry Men for many years to teach executives about interpersonal behavior and group dynamics. It is also a favorite of the legal profession for its portrayal of ordinary citizens reaching a just verdict, and widely taught for its depiction of group dynamics and human relations. The book tells two stories: the life of a great writer and the journey of his most famous work, one that ultimately that outshined its author. More than any writer in the Golden Age of Television, Reginald Rose took up vital social issues of the day - from racial prejudice to juvenile delinquency to civil liberties - and made them accessible to a wide audience. His 1960s series, The Defenders, was the finest drama of its age, and set the standard for legal dramas. This book brings Reginald Rose's long and successful career, its origins and accomplishments, into view at long last.  Drawing on extensive research, and brimming with insight, it casts new light on one of America's great dramas - and about its author, a man of immense talent and courage. Joel Tscherne is an Adjunct History Professor at Southern New Hampshire University. His Twitter handle is @JoelTscherne. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/american-studies

Phil Rosenzweig's Reginald Rose and the Journey of 12 Angry Men (Fordham Press, 2021) is the first biography of a great television writer, and the story of his magnum opus In early 1957, a low-budget black and white movie opened across the country. Consisting of little more than a dozen men arguing in a dingy room, it was a failure at the box office and soon faded from view. Today, 12 Angry Men is acclaimed as a movie classic, revered by the critics and beloved by the public, and widely performed as a stage play, touching audiences around the world.  Rosenzweig is a Professor of Business Administration at IMD in Lausanne, Switzerland, where he has used 12 Angry Men for many years to teach executives about interpersonal behavior and group dynamics. It is also a favorite of the legal profession for its portrayal of ordinary citizens reaching a just verdict, and widely taught for its depiction of group dynamics and human relations. The book tells two stories: the life of a great writer and the journey of his most famous work, one that ultimately that outshined its author. More than any writer in the Golden Age of Television, Reginald Rose took up vital social issues of the day - from racial prejudice to juvenile delinquency to civil liberties - and made them accessible to a wide audience. His 1960s series, The Defenders, was the finest drama of its age, and set the standard for legal dramas. This book brings Reginald Rose's long and successful career, its origins and accomplishments, into view at long last.  Drawing on extensive research, and brimming with insight, it casts new light on one of America's great dramas - and about its author, a man of immense talent and courage. Joel Tscherne is an Adjunct History Professor at Southern New Hampshire University. His Twitter handle is @JoelTscherne. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Phil Rosenzweig's Reginald Rose and the Journey of 12 Angry Men (Fordham Press, 2021) is the first biography of a great television writer, and the story of his magnum opus In early 1957, a low-budget black and white movie opened across the country. Consisting of little more than a dozen men arguing in a dingy room, it was a failure at the box office and soon faded from view. Today, 12 Angry Men is acclaimed as a movie classic, revered by the critics and beloved by the public, and widely performed as a stage play, touching audiences around the world.  Rosenzweig is a Professor of Business Administration at IMD in Lausanne, Switzerland, where he has used 12 Angry Men for many years to teach executives about interpersonal behavior and group dynamics. It is also a favorite of the legal profession for its portrayal of ordinary citizens reaching a just verdict, and widely taught for its depiction of group dynamics and human relations. The book tells two stories: the life of a great writer and the journey of his most famous work, one that ultimately that outshined its author. More than any writer in the Golden Age of Television, Reginald Rose took up vital social issues of the day - from racial prejudice to juvenile delinquency to civil liberties - and made them accessible to a wide audience. His 1960s series, The Defenders, was the finest drama of its age, and set the standard for legal dramas. This book brings Reginald Rose's long and successful career, its origins and accomplishments, into view at long last.  Drawing on extensive research, and brimming with insight, it casts new light on one of America's great dramas - and about its author, a man of immense talent and courage. Joel Tscherne is an Adjunct History Professor at Southern New Hampshire University. His Twitter handle is @JoelTscherne. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/film

In this episode of Partnering Leadership, Greg Satell, writer, speaker, innovation advisor, an expert on transformational change, and author of Cascades, shares lessons on how leaders can lead transformation in their organizations and the community.  Greg Satell shares lessons learned from past transformations and how leaders can help lead change in organizations, especially through ongoing disruption.Some highlights:-Why Greg Satell moved to Poland and what it was like living in a post-communist country-How the Orange Revolution transformed Greg Satell's perspective on change-‘Viral cascades' and how leaders can use the understanding to drive transformational change in organizations-Greg Satell on the value of shared Purpose and Shared Values-How to best deal with fierce oppositions when driving change-How to empower people to succeed on their own terms-Gregg Satell on why Blockbuster failed to adapt and change and lessons for leaders of transformationMentioned in this episode:Duncan J. Watts, sociologist Steven Strogatz, mathematicianAlbert-László Barabási, physicistReimagining Capitalism in a World on Fire by Rebecca M. HendersonProsperity: Better Business Makes the Greater Good by Colin MayerLouis V. Gerstner Jr., former chairman of the board and chief executive officer of IBMImmanuel Kant, philosopherTeam of Teams: New Rules of Engagement for a Complex World by Stanley A. McChrystal and Chris FussellOne Mission: How Leaders Build a Team of Teams by Charles Goodyear and Chris FussellJohn F. Antioco, former CEO of Blockbuster and chairman of Red MangoCarl Icahn, former CEO of Blockbuster and founder and controlling shareholder of Icahn EnterprisesMapping Innovation: A Playbook for Navigating a Disruptive Age by Greg SatellAdversaries Into Allies: Win People Over Without Manipulation Or Coercion by Bob BurgThe Halo Effect by Phil Rosenzweig. . . . .Connect with Greg Satell:Cascades on AmazonGreg Satell's WebsiteDigital Tonto WebsiteGreg Satell on LinkedInGreg Satell on Clubhouse. . . . .Connect with Mahan Tavakoli:MahanTavakoli.comMore information and resources available at the Partnering Leadership Podcast website:PartneringLeadership.com

喜歡大叔的節目，別忘了贊助大叔一杯咖啡：https://p.ecpay.com.tw/8CAE831 本書的作者菲爾．羅森維格（Phil Rosenzweig）擁有三十多年的商業及學術界經驗，主要研究領域為全球戰略制定、公司績效表現、跨國企業組織設計等。 書摘文章：https://km.pmtone.com/the-halo-effrct/ PM Tone 產品通 社群連結 官方網站：https://www.pmtone.com/ 產品學院：https://km.pmtone.com/ 粉絲專頁：https://www.facebook.com/pmtone365/ 臉書社團：https://www.facebook.com/groups/pm365/ Youtube：http://www.youtube.com/c/PMTone IG：https://www.instagram.com/pmtone_official/ Line帳號：@pmtone 官方信箱：service@pmtone.com

No Resenha Empiricus de hoje, Priscila Vieira recebe Renato Bakanovas para conversar sobre o livro “Efeito Halo”, de Phil Rosenzweig.Conheça a Empiricus Books: https://emprc.us/KF5wxlSiga a Empiricus Books no Instagram: http://instagram.com/empiricusbooks

Today’s guest is Soo Chuen Tan, founder and President at Discerene Group, based in Stamford, Connecticut. Discerene is a private partnership, which invests globally on behalf of several long-term institutions and families. Soo Chuen is a long-term value investor and the depth of his commitment to his craft came through in our conversation. He’s able to seamlessly translate a high-level philosophy of investing into the practical hard work of executing fundamental securities research and the critical psychological aspect of being a contrarian who is at the same time constructive. We talked about Mega Study, a trailblazing South Korean online test prep company that saw its star fade when VC-fueled rivals emerged, but that Soo Chuen’s research revealed to have durable long-term value. If you would like notes from today’s episode, please subscribe to our free newsletter. I hope you enjoy this conversation as much as I did. Feel free to email info@investingindepth.com with feedback. 1:40 Journey to becoming an investor 3:05 Mega Study is the leading online high school KSAT test preparation company in South Korea, supplying the country’s “educational arms race” with a must-have service that has strong demand 7:00 Top teachers in Korea are pop stars with celebrity status and compensation 8:40 How Mega Study hit Soo Chuen’s radar screen: Looking for companies protected by structural barriers to entry (i.e., “economic moats”) at times when they are out of favor 10:00 Focusing on economic moats in evaluating the business as an investment. Mega Study has attractive economic characteristics as the owner of a self-reinforcing, two-sided platform 14:47 An opportunity to invest with belts and suspenders that provide a margin of safety: Venture-backed competitors ate into Mega Study’s business and the stock price declined below tangible book value (i.e., cash and value of property, plant, and equipment on its balance sheet, consisting primarily of real estate) 17:05 How Mega Study widened it economic moat:  Adopting bundled pricing to transition from being a multi-homing network to a single-homing network 21:18 The psychology behind being a value investor taking a contrarian position. The hallmark of value investing is, in the words of Warren Buffett, “Being greedy when others are fearful and being fearful when others are greedy.” Four defining characteristics of value investors are: Independent mindedness. “The best value investors we know tend to be cats, not dogs.… They are comfortable marching to the beat of their own drums and making up their own minds about things with little regard for conventional wisdom or a desire to fit in or please others. They deliberately invert propositions and test counterfactuals.” Natural skepticism while at the same time being constructive  Using mean reverting mental models Deferred hedonism (i.e., patience) 29:25 The Discerene research process: Combining “The Harvard Business School Approach” and “The Chicago School Approach” 34:40 Soo Chuen’s secret sauce: Compounding and building out a network 39:50 Conducting due diligence on hard assets 43:30 Areas of uncertainty and risk 45:20 Sizing the investment 47:40 Monitoring the investment 48:55 Recommended reading On Korean education, Education Fever by Michael Seth On investing: Securities Analysis by Graham and Dodd; Common Stocks and Uncommon Profits by Phil Fisher; all of Warren Buffett’s letters; Seth Klarman’s Margin of Safety; various books by Michael Mauboussin; Howard Marks’ The Most Important Thing; Edward Chancellor’s Capital Account More broadly on economics, business, and finance: the work of John Keynes, Jean Tirole, John Sutton, Joseph Schumpeter, Hyman Minsky, Phil Rosenzweig, as well as current and former Harvard professors Michael Porter, David Yoffie, Clay Christensen, John Wells, Bob Merton, Andre Perold, Stuart Gilson, Peter Tufano, and so many others. David Hume on epistemology Among contemporary authors: Thinking Fast and Slow, by Daniel Kahneman; Triumphs of Experience, by George Vaillant; The Second Mountain by David Brooks. Note: This podcast is for educational purposes only and nothing here constitutes a recommendation or offer. Note: For full disclosure, I have in the past served as a senior advisor to Discerene Group. I now have no commercial relationship with, and receive no financial benefits or compensation from, the firm.

0.00 - 0.27:  An introduction to the podcast0.28 - 35.00:  In the main section of the podcast we cover six books we love and why. Time-stamps for the start of each book discussion (and links to buy those books if you're interested) are:1.12: 'The Halo Effect' by Phil Rosenzweig. CLICK HERE.6.15: 'The Long and Short of it' by Les Binet & Peter Field. CLICK HERE.14.31: 'Hooked' by Nir Eyal. CLICK HERE.17.33: 'Inside the Nudge Unit' by David Halpern. CLICK HERE.26.43: 'Nudge' by Richard Thaler and Cass Sunstein. CLICK HERE.26.43: 'Thinking, Fast and Slow' by Daniel Kahnemann. CLICK HERE.35.03 - 38.40: We share what we're loving this week - tools and resources that we have found useful and that listeners might too.38.45 - 39.01: OutroExternal links referenced:'Eat your Greens' by Wiemar Snijders. CLICK HERE.'Misbehaving: The Making of Behavioural Economics.' by Richard Thaler. CLICK HERE.'Choice Hacking' by Jen Clinehens. CLICK HERE.'Hot Ones' YouTube playlist. CLICK HERE.Audio-Visual assets:Imagery: Photo by Matthew Brodeur on UnsplashMusic: Hot Thang by Daniel Fridell. CLICK HERE.

In this episode I specifically discussed about Science and the Study of Business from page 12-17. “What leads to sustained profitable growth?” is a scientific question. Why? Find out the answer in this episode :)

**Hot on the heels of our maiden podcast, we collar JP Hanson. ** **He is the CEO and co-founder of Rouser, an international strategic consultancy firm headquartered in Stockholm, where he works making client brands better, not just bigger, and stresses that his singular goal is to build client profit. ** If this wasn’t enough, he contributes to outlets such as The Drum and the IPA’s EffWorks, and is increasingly delivering entertaining, no-nonsense talks across the globe, as well as being a qualified lawyer. The Rouser Manifesto, built on; ‘Strategy First, tactics Later. Brand Always’, is something we regularly dive and dip into at Gasp, so we are box-of-frogs excited that our kindred spirit is on the podcast. /////  **JP Hanson:** Twitter: [@RouserJP](https://twitter.com/rouserjp) [The Rouser Manifesto](https://rouser.se/manifesto/): A Proposal for How to Get Marketing Back to the Boardroom The Drum [His methods still matter – a response to ‘David Ogilvy must die’](https://www.thedrum.com/opinion/2018/01/25/his-methods-still-matter-response-david-ogilvy-must-die) [The Halo Effect](https://www.amazon.co.uk/Halo-Effect-Business-Delusions-Managers-ebook/dp/B000NY128M) by Phil Rosenzweig [How Brands Grow](https://www.amazon.co.uk/How-Brands-Grow-What-Marketers/dp/0195573560) by Byron Sharp [Eat Your Greens](https://www.amazon.co.uk/Eat-Your-Greens-Wiemer-Snijders/dp/1789016754/ref=sr_1_1?s=books&ie=UTF8&qid=1550828070&sr=1-1&keywords=eat+your+greens) by Wiemer Snijders [The Long and the Short of It](https://ipa.co.uk/knowledge/publications-reports/the-long-and-the-short-of-it-balancing-short-and-long-term-marketing-strategies) by Les Binet & Peter Field **Gasp:** [Gasp](https://www.gasp4.com) Agency Website [Causing Mayhem. What Does it Take to Create a Great Advert?](https://www.gasp4.com/blog/causing-mayhem-what-does-it-take-create-great-advert) [Strategy & Tactics](https://www.gasp4.com/blog/strategy-tactics) /////

Rob Llewellyn first takes a look at the nice business delusion that Phil Rosenzweig wrote about in his book "The Halo Effect". He then introduces a 10th delusion that thousands of companies are falling foul of - the delusion of digital transformation.

اثر هاله‌ای (The Halo Effect) نویسنده: Phil Rosenzweig صفحه‌ی کتاب در آمازون / صفحه‌ی کتاب در گودریدز کتاب‌های bplus را از اینجا با تخفیف بخرید. پشتیبان بی‌پلاس شوید. موزیک‌ها : حسین نجفی |  ZAYFALL اسپانسر‌: رهنما کالج ثبت‌نام در اپلیکیشن خلاصه‌ی کتاب بلینکیست

A lot of companies are good, but what makes them great? In episode 11 of “The Richard Blackaby Leadership Podcast,” Richard discusses the bestselling book “Good to Great” by leadership expert Jim Collins. This episode is the first installment of the monthly book review series. Be sure to check out next month's pick: “Execution: The Discipline of Getting Things Done” by Larry Bossidy & Ram Charan. Buy it here. Follow Richard on Twitter: https://bit.ly/2GDXNDM Follow Richard on Facebook: https://bit.ly/2kcjqlL Resources referenced in this episode: “Good to Great: Why Some Companies Make the Leap and Others Don't” by Jim Collins. Buy it here. “Built to Last: Successful Habits of Visionary Companies” by Jim Collins & Jerry Porras. Buy it here.  “In Search of Excellence: Lessons from America's Best-Run Companies” by Robert H. Waterman Jr. & Thomas J. Peters. Buy it here  “The Halo Effect…and the Eight Other Business Delusions that Deceive Managers” by Phil Rosenzweig. Buy it here. “How the Mighty Fall: And Why Some Companies Never Give In” by Jim Collins. Find it here. NOTE: BMI will be hosting a Spiritual Leadership Coaching Workshop on Oct. 24-26, 2018. Register soon to receive the early bird rate! For more info or to register, click here.

Ed and Ron are honored to interview Phil Rosenzweig, the author of one our all-time favorite business books, The Halo Effect and the Eight Other Business Delusions that Deceive Managers, originally published in 2007. We discussed the book on Episode #42, Best Business Books, May 2015. The book has a profound effect on our thinking, as it challenges many of the business books out there that propagate these delusions that give business leaders the illusion of control and what it takes to succeed.

Ed and Ron are honored to interview Phil Rosenzweig, the author of one our all-time favorite business books, The Halo Effect and the Eight Other Business Delusions that Deceive Managers, originally published in 2007. We discussed the book on Episode #42, Best Business Books, May 2015. The book has a profound effect on our thinking, as it challenges many of the business books out there that propagate these delusions that give business leaders the illusion of control and what it takes to succeed.

Ed and Ron are honored to interview Phil Rosenzweig, the author of one our all-time favorite business books, The Halo Effect and the Eight Other Business Delusions that Deceive Managers, originally published in 2007. We discussed the book on Episode #42, Best Business Books, May 2015. The book has a profound effect on our thinking, as it challenges many of the business books out there that propagate these delusions that give business leaders the illusion of control and what it takes to succeed.

Phil Rosenzweig, professor of strategy and international business at IMD in Switzerland and author of the book Left Brain, Right Stuff: How Leaders Make Winning Decisions talks with EconTalk host Russ Roberts about his book. The focus of the conversation is on the lessons from behavioral economics--when do those lessons inform and when do they mislead when applied to real-world business decisions. Topics discussed include overconfidence, transparency, the winner's curse, evaluating leaders, and the role of experimental findings in thinking about decision-making.

Wer einfache Erfolgsrezepte sucht, wird nur Illusionen finden – das ist die zentrale Botschaft, die Prof. Dr. Phil Rosenzweig mit seinem neusten Buch „Der Halo-Effekt“ an Manager und Führungskräfte richtet. Wie der Effekt funktioniert, welche Fallen insbesondere im Personalbereich lauern und wie man ihnen entgeht: managerSeminare hat nachgelesen.

Wer einfache Erfolgsrezepte sucht, wird nur Illusionen finden – das ist die zentrale Botschaft, die Prof. Dr. Phil Rosenzweig mit seinem neusten Buch „Der Halo-Effekt“ an Manager und Führungskräfte richtet. Wie der Effekt funktioniert, welche Fallen insbesondere im Personalbereich lauern und wie man ihnen entgeht: managerSeminare hat nachgelesen.

Wer einfache Erfolgsrezepte sucht, wird nur Illusionen finden – das ist die zentrale Botschaft, die Prof. Dr. Phil Rosenzweig mit seinem neusten Buch „Der Halo-Effekt“ an Manager und Führungskräfte richtet. Wie der Effekt funktioniert, welche Fallen insbesondere im Personalbereich lauern und wie man ihnen entgeht: managerSeminare hat nachgelesen.