A tough-minded study that shows there’s gold in them there halls, but getting to it is a problem—or, an entrepreneur might...
Why can’t Johnny make a buck in the school game? Perhaps because, though the potential earnings are huge, the barriers to entry are formidable, as a former investment banker and current business professor charts.
“Some of the most respected minds of our generation have invested many billions of dollars in for-profit education enterprises,” writes Knee (Professional Practice/Columbia Business School; The Accidental Investment Banker: Inside the Decade That Transformed Wall Street, 2006, etc.). “And, with surprising regularity, they have lost their shirts.” One of the four case studies is that of Chris Whittle, the media maven–turned–educational entrepreneur: “What is surprising, even shocking, is that for over twenty years, in the educational arena, Chris Whittle has been able to continue to separate sophisticated investors from their money despite a plethora of red flags that in any other context might be viewed as disqualifying.” Even so, Whittle’s venture into the educational market had a solid basis, if you consider that the sector amounts to something like $1.3 trillion, mostly funded from government sources. That explains why sullied investor Michael Milken turned to the education market with an enterprise that, it seems, failed to recognize what to Knee seems obvious: that some markets, especially higher education, are tough to crack, such that only one school, Stanford, has managed to join the world’s elite institutions in the last half-century. The author’s dissections of various sectors of the market, from textbook publishing to child care centers, point to a common lesson, namely that most of it does not respond to the traditional economics of scale. School governance tends to be intensely local, for instance, and thus “a major textbook publisher must produce literally hundreds of thousands of SKUs of its core products to respond to local requirements.” It’s a hard arena even for a giant to make a living in, much less smaller players, no matter how good and noble the intentions.
A tough-minded study that shows there’s gold in them there halls, but getting to it is a problem—or, an entrepreneur might say, a challenge.Pub Date: Nov. 8, 2016
ISBN: 978-0-231-17928-7
Page Count: 288
Publisher: Columbia Univ.
Review Posted Online: Nov. 14, 2016
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.
A well-constructed critique of an economic system that, by the author’s account, is a driver of the world’s destruction.
Harvard Business School professor Henderson vigorously questions the bromide that “management’s only duty is to maximize shareholder value,” a notion advanced by Milton Friedman and accepted uncritically in business schools ever since. By that logic, writes the author, there is no reason why corporations should not fish out the oceans, raise drug prices, militate against public education (since it costs tax money), and otherwise behave ruinously and anti-socially. Many do, even though an alternative theory of business organization argues that corporations and society should enjoy a symbiotic relationship of mutual benefit, which includes corporate investment in what economists call public goods. Given that the history of humankind is “the story of our increasing ability to cooperate at larger and larger scales,” one would hope that in the face of environmental degradation and other threats, we might adopt the symbiotic model rather than the winner-take-all one. Problems abound, of course, including that of the “free rider,” the corporation that takes the benefits from collaborative agreements but does none of the work. Henderson examines case studies such as a large food company that emphasized environmentally responsible production and in turn built “purpose-led, sustainable living brands” and otherwise led the way in increasing shareholder value by reducing risk while building demand. The author argues that the “short-termism” that dominates corporate thinking needs to be adjusted to a longer view even though the larger problem might be better characterized as “failure of information.” Henderson closes with a set of prescriptions for bringing a more equitable economics to the personal level, one that, among other things, asks us to step outside routine—eat less meat, drive less—and become active in forcing corporations (and politicians) to be better citizens.
A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.Pub Date: May 1, 2020
ISBN: 978-1-5417-3015-1
Page Count: 336
Publisher: PublicAffairs
Review Posted Online: Feb. 16, 2020
Kirkus Reviews Issue: March 15, 2020
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