Members of the C-suite – just like everyone else – are motivated by biases, fear, hope, ignorance, confusion, denial, and stubbornness, among other emotions that can exert more influence than due diligence data when their companies write huge checks to their favorite vendors, promote the most loyal members of their teams, or develop strategies based solely on their judgment and instinct – even when there's tons of empirical evidence suggesting the investments make no sense. Evidence-based best practices should be leveraged to reduce the number, nature, and depth of feelings about technology, but that requires C-suite willingness to weigh data over feelings, which can be a real challenge to executives who, let's face it, like to do what they want to do whenever they want to do it.
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