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Art Pithayachariyakul
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I echo Neha’s comment and doubt the majority of managers and executives disaggregate performance improving and MCI at the time of investment decision. Beyond the lack of framework, typical managers/executives are moving in and out of roles more quickly than ever. This makes the short-term nature of most performance improving innovations even more appealing.
There is also a prevailing intuition that innovating closer to the core is the default way to go. In BSSE, many times we default to constructing arguments for a course of action because it “leverages the core competency of the firm”, even when theory would point us in another direction. I suspect the inertia would be even stronger for someone unfamiliar with the BSSE theories and their implications. In the corporate setting, groupthink and consensus-based decision-making make the odds of MCI even smaller.