A Fortune 100 automotive company is exploring a new technology on the periphery of their core business. The executives in charge believe they have struck on a possible breakthrough, but as they push the project into uncertain terrain, their traditional signposts for decision-making are no longer relevant in this new context. They need a new method for coming to strategic decisions within this unfamiliar and turbulent environment, but how?
Neuroscience, it turns out, can help change how companies think about new opportunities, and specifically, within the emerging field of applied neuroscience.
Applied neuroscience is best described as the use of neuroscience tools and insights to measure and understand human behavior. Using applied neuroscience, leaders are able to generate data about critical moments of decision making, and then use this data to make confident choices that help to navigate the future of an initiative.
Lees dit artikel bij Harvard Business Review