Monday, November 3, 2014

Brain as a Business Model

As we move toward publication of the second edition, with all-new passages and practical advice, we are honored to be featured on the cover of the current edition of The European Financial Review, "the leading financial intelligence magazine read widely by financial experts and the wider business community," as the publication bills itself.

Co-authored by Top, Bottom authors Stephen M. Kosslyn and G. Wayne Miller with Leo M. Tilman, Executive Chairman of Capitol Peak Asset Management (with offices in New York and Denver), adjunct faculty at Columbia University, and author of Financial Darwinism, "Brain as a Business Model" applies the Theory of Cognitive Modes to the business world.

"Brain as Business Model": The European Financial Review

Here is an excerpt:

The human brain and “brains” of business enterprises have a lot in common. Both set goals, create situational awareness, and use experience to refine and execute plans. Both have distinct yet highly intertwined parts with complementary roles. The classification of people’s cognitive strengths and weaknesses has useful parallels to those of companies.

Akin to successful individuals, thriving organizations exhibit a rich and balanced collaboration between different parts of their corporate brains. This enables them to understand “the future that has already happened,” evolve strategies, and remain competitive and relevant...

Executives and board members who constitute the “top brain” of a company put forth strategic vision and goals, set up processes and plans, direct execution, and revise plans when expected events do not occur. They react to changes in the operating environment through changes in strategy, new products, and business model transformations. 

In complementing these “top brain” activities, employees and divisions who form the “bottom brain” of a company classify and interpret what they perceive – in terms of changing customer needs and feedback as well as emerging dangers and opportunities. These “bottom brain” activities allow companies to execute the evolving strategy, innovate, and improve methods and processes – all while helping executives and boards evaluate and refine strategies.

Read the full article here.

Pre-order the second edition of Top Brain, Bottom Brain: Harnessing the Power of the Cognitive Modes.

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