Incentives, not intentions, drive the outcome
People understand incentives. They understand what is good for them and what isn’t. They aren’t moved by the noble intention; they are more concerned by what’s in it for them.
People understand incentives. They understand what is good for them and what isn’t. They aren’t moved by the noble intention; they are more concerned by what’s in it for them.
An imaginary conversation between the patriot in me and the economist in me.
In 2008, we were as excited as Tata Nano as we are about self driving cars in 2018. Unfortunately it didn’t live up to its hype. What lessons can we learn from it?