📚Jof’S Book Highlights

Join 📚Jof’S Book Highlights

A batch of the best highlights from what Jophin's read, .

Working on client projects, she began to run a parallel exercise in her own mind, ignoring the McKinsey toolkit and just asking herself what she thought the right answer was. “Very rarely, if ever, did the step-by-step, perfectly linear process of ‘here’s how we’re going to conduct this exploration’—very rarely did that actually surface the right answer,” she said. Often, that process—the thing for which McKinsey was famed—was “used primarily for communicating the answer, rather than generating it,” she said. The answers were derived through intelligence and common sense, and then the team would make them look more like trademark McKinsey answers: “We would backfill them into the template,” Cohen said.

Winners Take All

Anand Giridharadas

The strength of different organizations – social, economic, cultural – is often reliant on not articulating the ways that internal practices conflict with public perceptions of the organization’s activities. The economist John Kenneth Galbraith put it well: __‘in any great organization it is far, far safer to be wrong with the majority than to be right alone.’__

The Unknowers

Linsey McGoey

If income tends to be (increasingly) unevenly distributed, wealth is even more so (Credit Suisse, 2021; Bach et al., 2020; Piketty, 2014; Keister, 2014). This is for two main reasons: i) wealth is a stock that accumulates and generates resilient inequalities from an intergenerational point of view; and ii) wealth is a strong activator of the St. Matthew effect (i.e., the rich get richer).

The Super-rich: Origin, Reproduction, and Social Acceptance

Luca Storti, Joselle Dagnes

...catch up on these, and many more highlights

Readwise.

Join 📚Jof’S Book Highlights

A batch of the best highlights from what Jophin's read, .

LEARN

EXPLORE

CONTACT