![]() This event attracts people headed for their company’s C-suite, perhaps even to the CEO role. ![]() They use surveys, focus groups, expert interviews, analogue analysis, trial balloons, and other tools with which corporate decision makers are familiar.īut are there other ways of thinking about problems and opportunities that corporations can leverage? I was asked to participate in CEO Perspectives, a joint program between Chicago Booth, Northwestern’s Kellogg School of Management, and the Corporate Leadership Center, which brings together the most talented top executives of Fortune 1000–sized organizations in Chicago. This is the logical framework used by young entrepreneurs when they approach an opportunity by setting a goal, C, and then try to find A and B-the market demand, technical feasibility, competitive landscape, required resources, etc.-to predict the chances of C’s success. Most of the tools that corporate decision makers employ to validate ideas are based on predictive logic-the idea that if A leads to B leads to C, then in order to validate C, we look for A and B.
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