Core Insights - The article discusses the challenges faced by managers in achieving business success amidst increasing global competition and rapid technological advancements. It highlights the tendency of managers to seek quick solutions and established methods to outperform competitors [1][2]. Group 1: Critique of Business Literature - Phil Rosenzweig criticizes popular business books like "In Search of Excellence" and "Good to Great," arguing that they propagate the "halo effect," where successful companies are attributed with qualities that may not be true [2][3]. - Rosenzweig's book "The Halo Effect" challenges the notion that there are timeless principles for business success, suggesting that perceived excellence often stems from successful outcomes rather than the actual drivers of success [3][4]. Group 2: The Halo Effect - The halo effect leads to biased evaluations of companies based on their overall performance, making it difficult to assess their specific strengths and weaknesses accurately [6][9]. - Rosenzweig provides an example of an Indian bank that initially enjoyed success but later faced challenges, illustrating how perceptions can mislead both the public and the company itself regarding its true performance [7][8]. Group 3: Importance of Critical Thinking - The article emphasizes the need for critical thinking and skepticism when evaluating business success, urging managers to question the sources of their information rather than accepting them at face value [9][10]. - Rosenzweig argues that relinquishing the power of inquiry to others can be dangerous, as it may lead to misguided conclusions about a company's performance [10]. Group 4: The Complexity of Business Success - The article asserts that there is no clear formula for business success, as many factors are beyond a company's control, and performance is often relative to competitors [12][13]. - Rosenzweig highlights that management often blames execution failures on employees without critically assessing the validity of their strategies [14][15]. Group 5: Leadership and Management Styles - The article discusses the evolution from founder-led companies to manager-led organizations, noting that while founders may drive innovation, professional managers are often needed for scaling and operational efficiency [18][19]. - Rosenzweig points out that the background of CEOs can shift over time, reflecting the changing skills necessary for success as companies grow and face new challenges [19][20].

神译局是36氪旗下编译团队，关注科技、商业、职场、生活等领域，重点介绍国外的新技术、新观点、新风向。 编者按：专业能力强的人并不代表其品德高尚，笑容灿烂的人并不代表其性格平易近人。然而，社会文化和语境往往使我们将一些品质相互关联，并相互混 淆，从而产生认识偏差。理解"光环效应"，有利于我们利用"光环效应"，并提高识人之术。本文来自编译，希望对您有所启发。 斯嘉丽·约翰逊（Scarlett Johansson）亮相2023年5月法国戛纳电影节。图片来源：Mike Coppola/Getty Images 心理学家很早就知道'光环效应'。新的研究表明，语言的力量可以帮助解释这一现象。 你有没有注意到，当一个人非常漂亮时，即便未开口说话，也会显得迷人、诚实且善良？这就是"光环效应"——一种常见的心理偏见，即某一特质（如外 貌）会影响你对他人其他品质的印象。一个多世纪前，心理学家爱德华·桑代克（Edward Thorndike）首次系统研究了"光环效应"。1920年，桑代克在分析军 官对下属的评价时发现，他们对智力、领导力和身体素质的评分往往相互混淆。若某下属在某方面表现突出，评估者便倾向于认为其在所有方面都卓越非 ...

Core Insights - Understanding human psychology is essential for creating high-conversion landing pages, rather than solely focusing on design elements [1][40] Group 1: Importance of Landing Pages - A landing page is a focused webpage designed to convert visitors into potential or actual customers by removing distractions and emphasizing a clear call to action (CTA) [2] - Effective landing pages are rooted in psychological principles that evoke trust, desire, and action [2] Group 2: Psychological Shortcuts for Conversion - The first impression is crucial; a clean layout and strong visual hierarchy can leverage the halo effect to convey trust and quality instantly [4][5] - Cognitive fluency suggests that clear and simple messaging is more likely to engage visitors, while complex wording can lead to confusion and drop-off [9][10] - Social proof, or the bandwagon effect, influences decision-making; showcasing customer testimonials and user numbers can enhance trust and encourage conversions [15][16] - Scarcity and urgency can trigger fear of missing out (FOMO), motivating immediate action by highlighting limited availability or time-sensitive offers [19][21] - Visual cues and well-designed CTAs are critical; they guide users' attention and reduce hesitation, making it easier for them to take action [24][26] Group 3: Building Trust - Trust signals are vital for reducing perceived risk; elements like customer reviews, security badges, and transparent pricing can enhance credibility [30][31] - Addressing potential objections proactively through FAQs or reassurance statements can alleviate concerns and build confidence in the offering [38][39]

Core Insights - The article discusses the perception gap in digital transformation among companies, highlighting that many leaders feel envious of others' success while failing to recognize their own shortcomings in digital initiatives [1][4]. Group 1: Cognitive Biases in Digital Transformation - Survivor Bias: Media and industry events tend to showcase successful digital transformation cases while ignoring failures, leading to a skewed perception of what is achievable [1]. - Halo Effect: A company's success in one area is often mistakenly generalized to its overall digital capabilities, which can mislead other organizations into thinking they can replicate that success without understanding the underlying complexities [2]. - Misaligned Comparisons: Traditional companies often compare their nascent digital efforts with the mature systems of industry giants, creating unrealistic expectations and psychological distress [3]. Group 2: The Reality Behind Digital Success Stories - Hidden Failures: Companies often present a polished view of their digital initiatives, showcasing only the successes while concealing the significant investments and challenges faced, such as high initial costs and long payback periods [4]. - Data Manipulation: Many reported digital achievements are based on selective data comparisons, which can misrepresent the actual performance and effectiveness of digital strategies [6]. - Facade Projects: Some digital initiatives are merely superficial efforts that do not translate into real business value, often serving as political tools rather than functional solutions [7]. Group 3: Recommendations for Genuine Digital Transformation - Companies should critically assess digital projects by asking key questions about actual investments, return on investment (ROI), and the extent of implementation across all business areas [8]. - Successful digital transformation should focus on addressing real business pain points, employing a minimum viable product (MVP) approach, and ensuring that frontline employees are engaged with the systems rather than creating superficial solutions for leadership approval [8].

Core Viewpoint - The article highlights the downfall of the AI startup Bu il d e r. a i, emphasizing the importance of verifying claims and relying on data-driven decision-making rather than intuition [1][7]. Group 1: Bu il d e r. a i Case Study - Bu il d e r. a i, founded by Sachin Dev Duggal, once valued at over $1.5 billion, was revealed to lack actual AI technology and relied on fabricated financial data [1]. - The company managed to deceive investors for eight years, with excuses for delays and poor code quality being accepted without scrutiny [1]. - The situation parallels the Theranos scandal, where Elizabeth Holmes misled high-profile investors with false promises, leading to her conviction [1]. Group 2: Investor Psychology - The article discusses why intelligent investors fall for obvious lies, attributing it to reliance on intuition rather than rational tools [2]. - A mathematical example illustrates how even highly educated individuals can be misled by their instincts, emphasizing the need for structured analysis [2]. Group 3: Cognitive Biases in Venture Capital - Three cognitive biases are identified in the venture capital space: halo effect, story dependence, and authority worship, which lead to poor decision-making [3]. - Investors often overlook due diligence due to the impressive backgrounds of founders or compelling narratives [3]. Group 4: "企查查思维" (Qichacha Thinking) - "企查查思维" is introduced as a methodology that emphasizes data-driven decision-making, risk identification, and market opportunity insights [4][5]. - The approach encourages the use of comprehensive data from platforms like Qichacha to inform business decisions rather than relying solely on intuition [5]. Group 5: Practical Applications of "企查查思维" - Examples from various regions illustrate how businesses utilize Qichacha for verifying company information, enhancing supplier risk monitoring, and improving hiring processes [6]. - The methodology aims to integrate external data into decision-making processes, enhancing competitive intelligence and data-driven decision-making [6]. Group 6: Lessons from Bu il d e r. a i - The collapse of Bu il d e r. a i serves as a cautionary tale about the vulnerabilities in human cognition and the importance of rigorous verification in the age of AI [7]. - The article concludes with a call for decision-makers to prioritize data over intuition, reinforcing the need for a systematic approach to business evaluation [8].