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Starling Insights features contributions from some of the top thought leaders from industry and academia.

Amy Edmondson

Amy Edmondson

Professor Edmondson is the Novartis Professor of Leadership and Management at Harvard Business School, a chair established to support study of human interactions that lead to the creation of successful enterprises and the betterment of society. She studies leadership, psychological safety, and organizational learning.

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Gary Cohn

Gary Cohn

As Assistant to the President for Economic Policy and Director of the National Economic Council (2017-2018), Gary Cohn managed the US economic policy agenda, stimulating economic expansion, job creation, and wage increases through historic tax and regulatory reform. Prior to that he was the President and Chief Operating Officer at Goldman Sachs where he worked for more than 25 years.

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Klaas Knot

Klaas Knot

Klaas Knot is President of De Nederlandsche Bank and is the Chair of the Financial Stability Board. He is also a member of the Governing Council and the General Council of the European Central Bank, member of the European Systemic Risk Board, member of the International Monetary Fund's Board of Governors and a member of the Board of Directors of the Bank for International Settlements.

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Axel Weber

Axel Weber

Axel Weber is the past-Chair of UBS and the past-President of the German Bundesbank and a member of the European Central Bank Governing Council from 2004 to 2011. He is a member of the Group of 30.

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Preamble to the 2020 <i>Compendium</i>

Preamble to the 2020 Compendium

by Wijnand Nuijts

Manager Supervision for Governance, Culture, and Organizational Behavior

May 04, 2020

Compendium

Behavioral Science People Analytics Introductions & Closings DNB

It is an honor to contribute to Starling’s annual Compendium, which has—over the years—played an influential role in the emerging field of behavior and culture. With this Preamble, I hope to start where last year’s report left off. In the last section thereof, it was suggested that future progress in the field of behavior and culture would relate to:

In this Preamble, I would like to discuss related implications for supervisors and firms. I will do so by roughly sketching the development of De Nederlandsche Bank’s (DNB) approach to behavior and culture since its inception in 2010—ten years ago now.

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