We like to think business decisions are all about data and strategy. But there’s more going on—things we don’t always notice. Cognitive biases operate quietly in the background, shaping decisions even when logic seems to be in control.
Why do companies cling to familiar suppliers despite better offers? Why does a bold pitch sometimes outweigh solid execution? Why does playing it safe often feel smarter—until it’s not?
We’ve been thinking about this—how biases shape deals, partnerships, and strategies. The attached presentation explores some of these hidden forces—not as instructions, but as ideas worth considering.
This isn’t about fixing how we think—it’s about seeing the patterns already at play.