
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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将知识转化为引人入胜、富含实例的见解
快速捕捉核心观点,高效学习
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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.
将《Hard Facts, Dangerous Half-Truths, and Total Nonsense》的核心观点拆解为易于理解的要点,了解创新团队如何创造、协作和成长。
将《Hard Facts, Dangerous Half-Truths, and Total Nonsense》提炼为快速记忆要点,突出坦诚、团队合作和创造力的关键原则。

通过生动的故事体验《Hard Facts, Dangerous Half-Truths, and Total Nonsense》,将创新经验转化为令人难忘且可应用的精彩时刻。
随心提问,选择声音,共同创造真正与你产生共鸣的见解。

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