More About the Author
Sydney Finkelstein is the Steven Roth Professor of Management at the Tuck School at Dartmouth College, where he teaches courses on Leadership and Strategy. He teaches executive education at the Tuck School (where he serves as the Faculty Director of the flagship Tuck Executive Program), and also has experience working with executives at Northwestern, Wharton, Duke, Bocconi, London Business School, Australian Graduate School of Management, Melbourne Business School, Hanoi School of Business, the Chalmers School (Sweden) and the Helsinki School of Economics. He holds degrees from Concordia University and the London School of Economics, as well as a Ph.D. from Columbia University in strategic management.
Professor Finkelstein has published 15 books and over 70 articles, with several bestsellers, including the #1 bestseller in the U.S. and Japan, Why Smart Executives Fail (www.whysmartexecutivesfail.com). Based on a six-year study of 51 companies and 200 interviews of business leaders, the book identifies the fundamental reasons why major mistakes happen, points out the early warning signals that are critical for investors and managers alike, and offers ideas on how organizations can develop a capability of learning from corporate mistakes. On Fortune Magazine's list of Best Business Books, the Wall Street Journal called it "a marvel - a jargon-free business book based on serious research that offers genuine insights with clarity and sometimes even wit ... It should be required reading not just for executives but for investors as well." It has also been featured in such media as the Financial Times, Business Week, the London Times, the Toronto Globe and Mail, Fast Company, Across the Board, and Entrepreneurship, among others, and has been translated into 11 different languages. In Professor Finkelstein's follow-up book, Think Again: Why Good Leaders Make Bad Decisions and How to Keep it From Happening to You (Harvard Business Press) (www.tuck.dartmouth.edu/thinkagain), published in 2009, he turns his attention to such major strategic decisions as the war in Iraq, Hurricane Katrina, and numerous business cases to explain why decision-makers sometimes think they're right when they are really wrong. The book takes up recent research in neuroscience, cognitive psychology, and management to not only document why things go wrong, but also to offer a series of solutions that reduce our vulnerability to falling into the traps that lead to bad decisions.
Professor Finkelstein has had three books nominated for the Academy of Management's Terry Book Award, the most prestigious such honor in the field. His other awards include Finalist for the Academy of Management Executive Best Paper Award (2004), the McKinsey & Company Strategic Management Society Best Conference Paper Prize Honorable Mention (2002), the Best Paper Award from the Academy of Management Executive for his article "Leveraging Intellect" (1997), two Citations of Excellence from ANBAR, the world's leading guide to management journal literature (1997 & 1998), the Cenafoni Prize for research in Entrepreneurial Strategy (1991), and finalist for the A.T. Kearney award for the best research in strategic management (1988). He is also a Fellow of the Academy of Management.
Professor Finkelstein is listed in the "World's Top 25 Leadership Gurus." He has participated on numerous CEO forums, been interviewed or had his work appear in numerous leading media outlets, and served as consultant and speaker for major companies around the world, including Aetna, American Express, Bank of Montreal, Barclays, Boeing, Cerberus, Chevron, Deloitte, Deutsche Bank, GE, Glaxo, , ING, ITT, J&J, JP Morgan Chase, Mayo Clinic, Korn-Ferry, McGraw-Hill, McKinsey, Monsanto, Morgan Stanley, Novartis, PwC, Raytheon, Roche, Russell Reynolds, and UBS.
To stay up-to-date on Professor Finkelstein's latest insights on leadership and decision-making, follow him on Twitter @sydfinkelstein.