How well do behavioral science interventions translate and scale in the real world? Consider a practitioner who is looking to create behavior change through an intervention - perhaps it involves getting people to conserve energy, increase compliance with a medication regime, reduce misinformation, or improve tax collection. The behavioral science practitioner will typically draw inspiration from a previous study or intervention to translate into their own intervention.

The latest book in the Behaviourally Informed Organizations series, What Works, What Doesn't (and When) presents a collection of studies in applied behavioral research with a behind-the-scenes look at how the project actually unfolded. Using seventeen case studies of such translation and scaling projects in diverse domains such as financial decisions, health, energy conservation, development, reducing absenteeism, diversity and inclusion, and reducing fare evasion, the book outlines the processes, the potential pitfalls, as well as some prescriptions on how to enhance the success of behavioral interventions. The cases show how behavioral science research is done - from getting inspiration to adapting research into context, designing tailored interventions, and comparing and reconciling results.

With contributions from leading academics and seasoned practitioners, What Works, What Doesn't (and When) provides prescriptive advice on how to make behavior change projects happen and what pitfalls to watch out for.

Most organizations spend much of their effort on the start of the value creation process: namely, creating a strategy, developing new products or services, and analyzing the market. They pay a lot less attention to the end: the crucial last mile where consumers come to their website, store, or sales representatives and make a choice.

In The Last Mile, Dilip Soman shows how to use insights from behavioral science in order to close that gap. Beginning with an introduction to the last mile problem and the concept of choice architecture, the book takes a deep dive into the psychology of choice, money, and time. It explains how to construct behavioral experiments and understand the data on preferences that they provide. Finally, it provides a range of practical tools with which to overcome common last mile difficulties.

The Last Mile helps lay readers not only to understand behavioral science, but to apply its lessons to their own organizations' last mile problems, whether they work in business, government, or the nonprofit sector. Appealing to anyone who was fascinated by Dan Ariely's Predictably Irrational, Richard Thaler and Cass Sunstein's Nudge, or Daniel Kahneman's Thinking, Fast and Slow but was not sure how those insights could be practically applied, The Last Mile is full of solid, concrete advice on how to put the lessons of behavioral science to work.

Every organization is fundamentally in the business of behavior change, whether it be a government trying to get a business to comply with environmental regulations, a business persuading its customers to be loyal to its products, or a financial institution encouraging a client to start saving for retirement. Behavior change is critical to organizational success, but despite its centrality to organizations, we do not have a good understanding of how organizations can successfully employ insights from behavioral science in their operations. To address this gap, this book develops an overarching framework for using behavioral science. It shows how behavioral insights (BI) can be embedded in organizations to achieve better outcomes, improve the efficiency of processes, and maximize stakeholder engagement.

This edited volume provides an enterprise-wide strategic perspective on how governments, businesses, and other organizations have embedded BI into their operations. Contributions by academics and practitioners from the Behaviourally Informed Organizations partnership highlight pragmatic frameworks and prescriptive outcomes via illustrative case studies. Featuring a foreword by Cass R. Sunstein, this book investigates key findings from BI, with an eye toward how it can be used to solve problems and seize opportunities in diverse organizations.

Despite the vast wealth generated in the last half century, in today's world inequality is worsening and poverty is becoming increasingly chronic. Hundreds of millions of people continue to live on less than $2 per day and lack basic human necessities such as nutritious food, shelter, clean water, primary health care, and education.

Innovating for the Global South offers fresh solutions for reducing poverty in the developing world. Highlighting the multidisciplinary expertise of the University of Toronto's Global Innovation Group, leading experts from the fields of engineering, medicine, management, and global public policy examine the causes and consequences of endemic poverty and the challenges of mitigating its effects from the perspective of the world's poorest of the poor.

Can we imagine ways to generate solar energy to run essential medical equipment in the countryside? Can we adapt information and communication technologies to provide up-to-the-minute agricultural market prices for remote farming villages? How do we create more inclusive innovation processes to hear the voices of those living in urban slums? Is it possible to reinvent a low-cost toilet that operates beyond the water and electricity grids?

Motivated by the imperatives of developing, delivering, and harnessing innovation in the developing world, Innovating for the Global South is essential reading for managers, practitioners, and scholars of development, business, and policy.

Despite the vast wealth generated in the last half century, in today's world inequality is worsening and poverty is becoming increasingly chronic. Hundreds of millions of people continue to live on less than $2 per day and lack basic human necessities such as nutritious food, shelter, clean water, primary health care, and education.

Innovating for the Global South offers fresh solutions for reducing poverty in the developing world. Highlighting the multidisciplinary expertise of the University of Toronto's Global Innovation Group, leading experts from the fields of engineering, medicine, management, and global public policy examine the causes and consequences of endemic poverty and the challenges of mitigating its effects from the perspective of the world's poorest of the poor.

Can we imagine ways to generate solar energy to run essential medical equipment in the countryside? Can we adapt information and communication technologies to provide up-to-the-minute agricultural market prices for remote farming villages? How do we create more inclusive innovation processes to hear the voices of those living in urban slums? Is it possible to reinvent a low-cost toilet that operates beyond the water and electricity grids?

Motivated by the imperatives of developing, delivering, and harnessing innovation in the developing world, Innovating for the Global South is essential reading for managers, practitioners, and scholars of development, business, and policy.