Halo effect ...and eight other illusions that mislead managers

What we think about business is largely subject to the influence of illusions - logical errors and false judgments that distort our ideas about the true causes of the results of companies. In his wonderful, unusual book, Phil Rosenzweig exposes the most common illusions of the business world. In the authorities of these illusions are the business press and academic studies, as well as many bestsellers who promise to reveal the secrets of success and indicate the path to greatness. The authors of these books are of the case as if they are based on deep reflections, and for the most part they will hide us with beautiful stories. They soothe and inspire, but at the same time deceive managers about the true nature of the success in business.
The most omnipresent error is the effect of the halo. When the sales and profits of the company grow, we say that she has a brilliant strategy, a far-sighted leader, capable employees and magnificent corporate culture. When indicators deteriorate, we decide that the company has an erroneous strategy, self-satisfied leaders and a stagnant culture. In fact, little has changed - the company"s results create a halo, in the light of which we perceive the strategy, leadership, personnel, culture and much more.
Based on the examples of leading companies such as Cisco Systems, IBM, Nokia and ABB, Rosenzavig shows how common the effect of the halo is and how it undermines the usefulness of business bestsellers, such as built forever, in search of perfection and From good to the great.