剋裏斯琴·馬茲比爾格

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將人文科學的有用方法應用於商業領域的重要先行者，專注於發掘人類行為研究方法，並為多傢《財富》300強企業的高層管理者提供策略建議。ReD谘詢公司聯閤創始人、 客戶關係總監。曾在哥本哈根和倫敦攻讀哲學與政治學，擁有倫敦大學碩士學位。

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米凱爾· 拉斯馬森

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荷蘭馬斯特裏赫特大學創新管理學士，丹麥洛斯基爾德大學行政與經濟學碩士。公共事務和商業領域的創新戰略策劃專傢。ReD谘詢公司聯閤創始人、歐洲分部總監，曾與阿迪達斯、樂高以及諾和諾德等企業的高層管理者密切閤作，促成瞭數項技術及産品的突破性重大革新。

Businesses need a new type of problem solving. Why? Because they are getting people wrong.

Traditional problem-solving methods taught in business schools serve us well for some of the everyday challenges of business, but they tend to be ineffective with problems involving a high degree of uncertainty. Why? Because, more often than not, these tools are based on a flawed model of human behavior. And that flawed model is the invisible scaffolding that supports our surveys, our focus groups, our R&D, and much of our long-term strategic planning.

In The Moment of Clarity, Christian Madsbjerg and Mikkel Rasmussen examine the business world’s assumptions about human behavior and show how these assumptions can lead businesses off track. But the authors chart a way forward. Using theories and tools from the human sciences—anthropology, sociology, philosophy, and psychology—The Moment of Clarity introduces a practical framework called sensemaking. Sensemaking’s nonlinear problem-solving approach gives executives a better way to understand business challenges involving shifts in human behavior.

This new methodology, a fundamentally different way to think about strategy, is already taking off in Fortune 100 companies around the world. Through compelling case studies and their direct experience with LEGO, Samsung, Adidas, Coloplast, and Intel, Madsbjerg and Rasmussen will show you how to solve problems as diverse as setting company direction, driving growth, improving sales models, understanding the real culture of your organization, and finding your way in new markets.

Over and over again, executives say the same thing after engaging in a process of sensemaking: “Now I see it . . .” This experience—the moment of clarity—has the potential to drive the entire strategic future of your company. Isn’t it time you and your firm started getting people right?