Season 7, Episode 7 This week on Freakonomics Radio: he’s been U.S. Treasury Secretary, a chief economist for the Obama White House and the World Bank, and president of Harvard. He’s one of the most brilliant economists of his generation (and perhaps the most irascible). And he thinks the Trump Administration is wrong on just about everything. To find out . . .
Academic studies are nice, and so are Nobel Prizes. But to truly prove the value of a new idea, you have to unleash it to the masses. That’s what a dream team of social scientists is doing — and we sat in as they drew up their game plan.
Season 7, Episode 8 This week on Freakonomics Radio: smart government policies, good industrial relations, and high-end products have helped German manufacturing beat back the threats of globalization. But how did “the sick man of Europe” turn into the economic stud we see today? To find out more, check out the podcast from which this hour was drawn: “What Are the . . .
Corporations and rich people donate billions to their favorite think tanks and foundations. Should we be grateful for their generosity — or suspicious of their motives?
Season 7, Episode 9 This week on Freakonomics Radio: there are 7,000 languages spoken on Earth. What are the costs — and benefits — of our modern-day Tower of Babel? Plus: the search for a common language goes back millennia, but so much still gets lost in translation. Stephen J. Dubner asks, “Will technology finally solve that?” To find out more, . . .
Dubner and his Freakonomics co-author Steve Levitt answer your questions about crime, traffic, real-estate agents, the Ph.D. glut, and how to not get eaten by a bear.
Season 7, Episode 10 This week on Freakonomics Radio: What would be the best universal language? Stephen J. Dubner explores votes for English, Indonesian, and … Esperanto! The search for a common language goes back millennia, but so much still gets lost in translation. Will technology finally solve that? To find out more, check out the podcasts from which this hour . . .
They are the most-trusted profession in America (and with good reason). They are critical to patient outcomes (especially in primary care). Could the growing army of nurse practitioners be an answer to the doctor shortage? The data say yes but — big surprise — doctors’ associations say no.
Most people don’t enjoy the simple, boring act of putting money in a savings account. But we do love to play the lottery. So what if you combine the two, creating a new kind of savings account with a lottery payout?
Economists have a hard time explaining why productivity growth has been shrinking. One theory: true innovation has gotten much harder – and much more expensive. So what should we do next?
The public has almost no chance to buy good tickets to the best events. Ticket brokers, meanwhile, make huge profits on the secondary markets. Here’s the story of how this market got so dysfunctional, how it can be fixed – and why it probably won’t be.
The International Monetary Fund has long been the “lender of last resort” for economies in crisis. Christine Lagarde, who runs the institution, would like to prevent those crises from ever happening. She tells us her plans.
Season 7, Episode 15 This week on Freakonomics Radio: most of us feel we face more obstacles than everyone else — which breeds resentment. We also undervalue the tailwinds that help us — which leaves us ungrateful and unhappy. Stephen J. Dubner asks, “How can we avoid this trap?” To find out more, check out the podcasts from which this hour . . .
Sure, markets generally work well. But for some transactions — like school admissions and organ transplants — money alone can’t solve the problem. That’s when you need a market-design wizard like Al Roth.
Societies where people trust one another are healthier and wealthier. In the U.S. (and the U.K. and elsewhere), social trust has been falling for decades — in part because our populations are more diverse. What can we do to fix it?
Season 7, Episode 18 This week on Freakonomics Radio: Academic studies are nice, and so are Nobel Prizes. But to truly prove the value of a new idea, you have to unleash it to the masses. That’s what a dream team of social scientists is doing — and we sat in as they drew up their game plan. Also, Steve Levitt . . .
Gina Raimondo, the governor of tiny Rhode Island, has taken on unions, boosted big business, and made friends with Republicans. She is also one of just 15 Democratic governors in the country. Would there be more of them if there were more like her?
Season 7, Episode 19 This week on Freakonomics Radio: The public has almost no chance to buy good tickets to the best events. Ticket brokers, meanwhile, make huge profits on the secondary markets. Here’s the story of how this market got so dysfunctional, how it can be fixed – and why it probably won’t be. To find out more, check out . . .
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 Pao. (Part 1 of a special series, “The Secret Life of a C.E.O.”)
Mark Zuckerberg’s dentist dad was an early adopter of digital x-rays. Jack Welch blew the roof off a factory. Carol Bartz was a Wisconsin farm girl who got into computers. No two C.E.O.’s have the same origin story — so we tell them all! How the leaders of Facebook, G.E., Yahoo!, PepsiCo, Microsoft, Virgin, the Carlyle Group, Reddit, and Bridgewater Associates made it to the top. (Part 2 of a special series, “The Secret Life of a C.E.O.”)
Indra Nooyi became C.E.O. of PepsiCo just in time for a global financial meltdown. She also had a portfolio full of junk food just as the world decided that junk food is borderline toxic. Here’s the story of how she overhauled that portfolio, stared down activist investors, and learned to “leave the crown in the garage.” (Part 3 of a special series, “The Secret Life of a C.E.O.”)
The gig economy offers the ultimate flexibility to set your own hours. That’s why economists thought it would help eliminate the gender pay gap. A new study, using data from over a million Uber drivers, finds the story isn’t so simple.
No, it’s not your fault the economy crashed. Or that consumer preferences changed. Or that new technologies have blown apart your business model. But if you’re the C.E.O., it is your problem. So what are you going to do about it? First-hand stories of disaster (and triumph) from Mark Zuckerberg, Steve Ballmer, Satya Nadella, Jack Welch, Ellen Pao, Richard Branson, and more. (Part 4 of a special series, “The Secret Life of a C.E.O.”)
Only 5 percent of Fortune 500 companies are run by women. Why? Research shows that female executives are more likely to be put in charge of firms that are already in crisis. Are they being set up to fail? (Part 5 of a special series, “The Secret Life of a C.E.O.”)
If you’re a C.E.O., there are a lot of ways to leave your job, from abrupt firing to carefully planned succession (which may still go spectacularly wrong). In this final episode of our “Secret Life of a C.E.O.” series, we hear those stories and many more. Also: what happens when you no longer have a corner office to go to — and how will you spend all that money?
Stephen Dubner’s conversation with the Virgin Group founder, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
The gist: in our collective zeal to reform schools and close the achievement gap, we may have lost sight of where most learning really happens — at home.
Stephen Dubner’s conversation with David Rubenstein, co-founder of the Carlyle Group, one of the most storied private-equity firms in history. We spoke with Rubenstein for the Freakonomics Radio series “The Secret Life of a C.E.O.”
Whether it’s a giant infrastructure plan or a humble kitchen renovation, it’ll inevitably take way too long and cost way too much. That’s because you suffer from “the planning fallacy.” (You also have an “optimism bias” and a bad case of overconfidence.) But don’t worry: we’ve got the solution.
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 . . .
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