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Wary executives
Ex ecu tiv es a lso r epor ted a h ig h deg r ee of loss a v er sion in th e
in v estm en t decision s th ey ’d obser v ed. Th ey ex h ibited th e sa m e
ten den cy th em selv es, ev en w h en th e v a lu e th ey ex pected fr om
a n in v estm en t a ppea r ed str on g ly positiv e. Wh en a sked to a ssess
a h y poth etica l in v estm en t scen a r io w it h a possible loss of $1 00
m illion a n d a possible g a in of $4 00 m illion , for ex a m ple, m ost
r espon den ts w er e w illin g to a ccept a r isk of loss on ly betw een 1
a n d 2 0 per cen t, a lth ou g h th e n et pr esen t v a lu e w ou ld be
positiv e u p to a 7 5 per cen t r isk of loss. Su ch ex cessiv e loss
a v er sion pr oba bly ex pla in s w h y m a n y com pa n ies fa il to pu r su e
pr ofita ble in v estm en t oppor tu n ities. 3
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Notes
1
Including more than 1,500 executives, from 90 countries, who completed our February 2011 survey.
2
See Dan Lovallo and Olivier Sibony, “The case for behavioral strateg y,” mckinseyq uarterly.com, March 2010.
3
Loss aversion, a decision maker’s preference for avoiding losses over acq uiring g ains, is a central part of what’s
commonly called risk aversion.