We hosted the Leadership Dialogue, part of our Leadership Co-Lab, a conversation in which Prof. Laura shared key insights from her research, whilst leaders of industry challenged us with their urgent problems.
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A summary of our journey to bring behavioural science to diversity and inlcusion at Ericsson.
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In this piece, we outline 3 things leaders should do better when designing experiments in the workplace to ensure they create sustainable positive change in their organization.
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This is the first interview in the Experimenter series 2.0, where we discuss an experiment on focus time with the behavioural science unit from Bancolombia.
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We ran an experiment to find out how best to engage people with responsible investment. People like hearing a positive story, but sharing stark truths seems more likely to cause them to take action.
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The sixth and final interview in the series with pioneer Dr. Laura Giurge, a brilliant professor and our research advisor at MoreThanNow.
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The fifth interview of the series with pioneer Nafa Ben Haddej, VP in Behavioural Risk Audit at NatWest.
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In this part, MoreThanNow’s founder James Elfer kindly explains what an experiment actually is, and why experimentation is so important.
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The fourth interview of the series with pioneer Brett Skinner, Senior Consultant in Leadership at Nationwide Building Society.
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The third interview of the series with pioneer Maria Guadalupe, Professor at INSEAD.
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An experiment with researchers from Exeter University, funded by the Economic and Social Research Council. Part of our Inclusive Hybrid Programme with TSB and Nationwide.
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The second interview of the series with pioneer Chris Rider, Senior Behavioural Scientist at Novartis.
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The first interview of the series with pioneer Rosario Saud, Head of Performance & Career Enablement at Ericsson.
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Our controlled experiment explored whether time, not capability, could unlock leadership potential at Nationwide Building Society.
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As we are getting closer to a return to offices, the question of who hybrid working becomes ever so relevant. Several researchers predict that the new normal will create inequality among workers with and without caring responsibilities.
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Companies spend $8 billion a year on diversity training, despite the lack of evidence for its effect. What can we do to make them work better in absence of a good alternative?
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There are great opportunities to use behavioural science to encourage people to invest their pensions into sustainable funds. Help us find out how we can encourage people to save for a better future, for themselves and for the rest of us.
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Our evidence-based principles for good performance management.
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What is the impact of ‘bias cards’ on decision making? We conducted an experiment with a global pharmaceutical company to find an answer.
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Our collaboration with LSE Consulting, commissioned by BT and Phoenix Group
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