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- The Wisdom of Deliberate Mistakes
- The Idea in Brief If you're like most managers, you frown on mistakes--yours and others. Why? Your organization demands optimum performance. And it rewards you based on the height of your successes, not the depth of your...
- Articles 2008-04-01
Additional Resources
- Preparing for Turmoil in World Markets
- Food shortages, escalating energy costs, and rising consumer prices are all taking their toll on markets around the world. In such an uncertain environment traditional business forecast models become less effective navigation aids for steering your company. So what do you do to prepare should...
- Blog posts 2008-05-03
- Decision-making under Pressure
- When an important decision must be made in a high-pressure situation, it is natural to worry about making a "bad" or "wrong" decision. Most people prefer to have sufficient time to analyze a situation and consider the alternatives. In a high-pressure situation, however, time is often a luxury they cannot...
- Articles 2007-10-12
- Assess emerging technologies
- HEADLINES How do you know which emerging technologies to pursue? The University of Pennsylvania's Wharton School suggests credit unions need a thorough assessment process for technologies they're considering. In their book, Wharton on Managing Emerging Technologies, Dr. George S. Day, founder of Wharton's emerging technologies research program and...
- Research articles 2001-08-01
- Scanning the Periphery
- Scanning the Periphery: George S. Day and Paul J. H. Schoemaker; Harvard Business Review, November 2005; pp. 135-148.This article by two Wharton School professors presents a method for determining where on an organization's "periphery"-that "blurry zone" at the edge of its vision-companies should be looking in order to avoid being...
- Research articles 2006-03-01
- Scanning the Periphery
- Scanning the Periphery: George S. Day and Paul J. H. Schoemaker; Harvard Business Review, November 2005; pp. 135-148. This article by two Wharton School professors presents a method for determining where on an organization's "periphery"--that "blurry zone" at the edge of its vision--companies should be looking in order to...
- Research articles 2006-03-01
- Tech talk
- "A survey of 140 corporate strategists found that fully two-thirds admitted that their organizations had been surprised by as many as three high-impact competitive events in the past five years."--George S. Day and Paul J. H. Schoemaker in Peripheral Vision (Harvard Business School Press, 2006) p. 2. "The tech...
- Research articles 2006-07-01
- The Future of BioSciences: Four Scenarios for 2020 and Their Implications for Human Healthcare
- The Future of BioSciences: Four Scenarios for 2020 and Their Implications for Human Healthcare; Paul J. H. Schoemaker and Michael S. Tomczyk (Eds.); Wharton School Mack Center for Technological Innovation, Philadelphia, PA; 2006; 132 pp., $2,700.00 from www.thinkdsi.com/ biosciences This report by Decision Strategies International and the Mack Center...
- Research articles 2007-01-01
- How to Spot Trouble -- Before It Hits Your Company
- "I should have seen it coming." How many times have you uttered that phrase after you've been blindsided by trouble, realizing that the signs were there all along? The recent subprime mortgage crisis is a good example of a collective "we should have seen...
- Blog posts 2009-05-21
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