
Challenging business dogma, "Hard Facts" exposes management myths that cost companies millions. Clayton Christensen calls it essential reading, while Google's leadership studies confirm its core premise: evidence trumps intuition. What dangerous half-truth is sabotaging your company right now?
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Imagine walking into a corporate boardroom where executives are about to make a multimillion-dollar decision based on what worked for a competitor, what they read in a business magazine, or simply what "feels right." This scenario plays out daily across the business world, and it's precisely what Stanford professors Jeffrey Pfeffer and Robert Sutton challenge in their groundbreaking work. Their central argument is both simple and revolutionary: most business decisions are based on hope, fear, imitation, or ideology rather than solid evidence. What if medicine were practiced this way? We'd consider it malpractice. Yet in management, this approach is not only tolerated but often celebrated. Consider the contrasting tales of two tech mergers: one spectacularly fails while Cisco successfully acquires dozens of companies without a hitch. The difference isn't luck or genius-it's evidence-based management. By systematically testing assumptions against data, companies like Harrah's transformed from industry followers to leaders. When Gary Loveman became COO, he famously declared three ways to get fired: stealing, harassing women, or implementing programs without experimental testing. This commitment to evidence over intuition helped Harrah's discover that local retirees were more profitable than high-rollers and that $60 in free chips generated more revenue than $125 packages with rooms and meals.
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Condensez Hard Facts, Dangerous Half-Truths, and Total Nonsense en indices de mémoire rapides mettant en évidence les principes clés de franchise, de travail d'équipe et de résilience créative.

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Cree par des anciens de Columbia University a San Francisco
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Cree par des anciens de Columbia University a San Francisco

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