When teams "put their best foot forward," perceptions are distorted and downsides are clouded.
When a team skips proven brainstorming steps, even a loser solution can seem like a ‘no-brainer.’
Over-valuing our non-core businesses ties up precious capital in the wrong assets.
If a leader truly wants vibrant debate and healthy dissention, they need to withhold their opinions as long as possible.
When’s the right time to calculate projected returns? At the very end... and not before!
70% to 90% of acquisitions fail to generate value because no one really wants to stop the deal.
The annual capital budgeting process, while a critical planning tool, can encourage second-rate investment proposals and lackluster ROI.
Pride of ownership skews evaluations and demands drastic measures for big decisions.
Confronting claims of “strategic” value when the hard numbers weren't enough
Just how reliable are our business case risk assessments?