There is no doubt we are terribly bad at forecasting. Even the smartest among us are. Even the best and the brightest, whom we have tasked to save the world from financial annihilation, are. Take Ben Bernanke, Chairman of the Federal Reserve. In 2004, he declared, in a speech ominously titled “The Great Moderation”: “One of the most striking features of the economic landscape over the past twenty years or so has been a substantial decline in macroeconomic volatility. This […] makes me optimistic for the future.” You might want to read the full transcript of the “Great Moderation” talk here because it is for a fascinating reading on how wrong experts can be at forecasting. And it’s not just Ben. In fact, political, economic and business histories are littered by forecasts and predictions that turned out to be ridiculously wrong. From the commercial potential of the Xerox machine or of Nespresso, from the possibility of heavier than air flight to the market for mobile phones, from prosperity at the corner of the street to Japan as number One. Our hopelessness at forecasting is a confirmed fact.
Our book:
-
Join 705 other subscribers
Keywords
23andMe analysis of competing hypotheses artificial intelligence BCG Matrix Betts Big data black swan Cassandras China CIA clayton christensen competitive intelligence Constructing cassandra crafting strategy Cuban Missile Crisis culture decision making demography disruption diversity economics energy entrepreneurship Ernest R May Forbes Forecast forecasting geopolitical alpha Geopolitics Geostrategy Global Trends 2030 Graham T. Allison grand strategy Hedge funds identity Integrated Strategy intelligence Intelligence Analysis Intelligence failure investing Kodak leadership Nassim taleb National Intelligence Council non-linearity non-market strategy non-predictive strategy nonlinear systems non market forces organizational decline Osama bin Laden Peter F. Drucker Porter's Five Forces prediction Richard E Neustadt Richard Neustadt Risk Sam Walton scenario planning Sherman Kent Social construction strategic autism strategic surprise strategy strategy making surprise Tactics technology Tetlock uncertainty Use of analogs Use of history USSR Value Chain Analysis videoFollow us on Twitter
Tweets by silberzahnjonesArchives
Silberzahn Jones