Andrew Hussey of the University of Memphis did a study of 1000 MBA students. He found that the value of an MBA decreases as the students get more pre-MBA experience. Most of my Wharton colleagues found the value to be a lot more than 20%.
John P. Robinson from the University of Maryland analyzed US workers time diaries [research PDF]. He found that respondents inflate their work hours in order to appear hard-working.
Deliveries are moving from hours to minutes, at the cost of selection breadth. The latest incarnation of this trend is Spoonrocket, who delivers a constrained selection breadth of 1 of 2 meal options in just 10-minutes.
You could prepare a similar graph for the time it used to book a taxi (e.g. days for Boston Livery vs. minutes for Uber). Maybe I’ll graph that next.
There’s this tradeoff between interacting with lots of new people everyday and interacting with lots of new ideas everyday. Except operations people; they see the same problems, and same people. Every day.
Update: Added Operations, which adds humor and truth, thanks to my Wharton colleague Brandon Mah.
Hat tip to Brandon Mah who clued me into the Operations function and their placement.
It’s funny how if you have a lot of pets, you’re a little mental, but it’s the exact opposite with teeth. Sidenote: if you haven’t seen Demetri Martin’s visual comedy, you should avail yourself of it. This idea is taken from him.
A factor of 10 is useful in predicting what percentage of a company you should allocate to new hires (if you’re the hiring manager), and what percentage you should receive in a fair negotiation (if you’re the recruit).
In a paper entitled Stress that Doesn’t Pay, Swiss economists Bruno Frey and Alois Stutzer wrote that a bad commute reduces happiness regardless of how long we’re exposed to it. Even the loss of a limb or winning the lottery doesn’t create a permanent and sizable shift in happiness, but a bad commute does. They call this the “commute paradox”.