Season 7, Episode 33 The bad news: roughly 70 percent of Americans are financially illiterate. The good news: all the important stuff can fit on one index card. This week on Freakonomics Radio: how to become your own financial superhero. Plus: Stephen J. Dubner brings you the tale of the $15 tomato. To find out more, check out the podcasts from . . .
Season 7, Episode 27 They’re paid a fortune — but for what, exactly? What makes a good C.E.O. — and how can you even tell? Is “leadership science” a real thing — or just airport-bookstore mumbo jumbo? We put these questions to Mark Zuckerberg, Richard Branson, Indra Nooyi, Satya Nadella, Jack Welch, Ray Dalio, Carol Bartz, David Rubenstein, and Ellen . . .
Season 7, Episode 4 The bad news: roughly 70 percent of Americans are financially illiterate. The good news: all the important stuff can fit on one index card. This week on Freakonomics Radio: how to become your own financial superhero. Plus: Stephen J. Dubner brings you the tale of the $15 tomato. To find out more, check out the podcasts from . . .
Season 7, Episode 3 This week on Freakonomics Radio: it’s hard enough to save for a house, tuition, or retirement. Stephen J. Dubner asks, “So why are we willing to pay big fees for subpar investment returns?” Enter the low-cost index fund. The revolution will not be monetized. To find out more, check out the podcast from which this hour was . . .
Season 6, Episode 44 This week on Freakonomics Radio: why are we so obsessed with lawns? Plus: Stephen J. Dubner talks to the British political operative trying to launch the United States’s next political revolution. To find out more, check out the podcasts from which this hour was drawn: “How Stupid Is Our Obsession With Lawns?” and “He’s One of the Most . . .
Season 6, Episode 41 This week on Freakonomics Radio: for decades, G.D.P. has been a standard way of measuring living standards around the world. Martha Nussbaum tells Stephen J. Dubner that she’d rather use some better data. Plus: Steve Ballmer wants to know how the U.S. government is actually using its G.D.P. To find out more, check out the podcasts from which this hour was . . .
Season 6, Episode 38 This week on Freakonomics Radio: the biggest problem with humanity is humans themselves. Too often, we make choices — what we eat, how we spend our money and time — that undermine our well-being. Stephen J. Dubner asks, “How can we stop?” And this radio hour has two answers: think small, and make behavior change stick. To find out . . .
Season 6, Episode 18 On this week’s episode of Freakonomics Radio: if you’ve built a successful business — be it a bakery, a carmaker or a newspaper — who continues the legacy when you retire? For many Fortune 500 companies, the answer is obvious: one (or more) of your children take the helm. But let’s get beyond the nepotism and silver spoons, real and imagined. Do the . . .
Season 1, Episode 1
About one-third of the companies in the Fortune 500 are family-controlled firms. Isn’t that amazing? Isn’t that fantastic?
You know the story. Some incredibly hard-working person starts a business – maybe a bakery or a brewery, a carmaker or a newspaper – and, against all odds, the business doesn’t just succeed; it flourishes. But someday, it’s inevitable that the founder will retire (or die). So who takes over then?
That’s easy: the founder’s son or daughter. The scion of the family. Who better to protect and grow the family brand?
Makes sense, doesn’t it? Who could possibly work harder than someone whose name is on the building?
The family firm is a way of life. And it’s a nice story. But we’ve got a big, hungry economy here, people. “Nice” doesn’t necessarily generate jobs; “nice” doesn’t increase productivity or spur innovation. So when it comes to putting the family scion in charge of a company, here’s what we wanted to know: what do the numbers say?
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