February 2020
Intermediate to advanced
240 pages
3h 32m
English
In her Harvard Business Review article “Transient Advantage,” Columbia Business School professor Rita Gunther McGrath describes how “fast and roughly right decision making will replace deliberations that are precise and slow.” While most leaders couldn’t agree more, the challenge is how? How do you know the difference between “roughly right” and “not at all right”? And just how much time can elapse before “fast and roughly right” becomes “precise and slow?” Hours? Days? Months?
A simple, flexible know-think-do framework can enable leaders and their teams to immediately start making these fast and roughly right decisions. To paraphrase Einstein, this framework is “as ...