The hunt

Have you noticed how watch collectors seem to refer to their hobby as a disease? Why is that? Many collectors will attest to the fact that no matter how ‘grail worthy’ a new purchase may be, they always seem to tire of it eventually. Why is that?

How do you define yourself?

If you speak to any branding consultant, designer or architect, they’ll tell you about how clients tend to have an easier time conveying what they don’t like about a design, sketch or draft… rather than what they would prefer instead. People manifest this dynamic in designing their lives too. This has consequences for watch collecting too.

Start with what you know

Many innovators and strategists are obsessed with predicting how the world will change in the future, and then they then try and develop new products and business models to fit this “new hypothetical world”. As Jeff Bezos describes, it can be even more valuable to figure out what will not change in the future.

The Watch Collector’s Matrix

Do you sometimes feel like you spend all your time putting out proverbial fires in your life? At the end of the day do you feel completely sapped and drained of energy, and yet can’t point to anything of real significance which you accomplished that day? Yes? Well then, you are probably confusing the urgent with the important!

In terms of watch purchasing decisions, people tend to have similar problems – where the ‘importance’ is replaced with ‘desire’ – since the purchase of a luxury watch is rarely important. I will talk about the Eisenhower matrix before exploring The Watch Collector’s Matrix in its application to watch purchasing decisions.

Nudge – Improving decisions

I was reading this book by Richard Thaler and Cass Sunstein entitled “Nudge” – in the book they evaluate choices, biases and the limits of human reasoning from several perspectives. They tell stories about how they trick themselves to becoming victims of the very limitations of thought that they are describing. This is telling, because the very fact that these educated, articulate professionals can trick themselves (even though they know what is happening) demonstrates how tough it is to think clearly. We fall prey to systematic errors of judgment all the time – however, one of the ways of harnessing this issue is to help others make better decisions.