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There is a tremendous, if largely invisible, cost to chasing management fads when your people could instead be getting their work done.
Just as Japan's economy, mired in recurrent recessions for 11 years, now constitutes a huge drag on the world's economy, the underperformance of the world's second richest country in scientific matters exacts a steep, but invisible cost in issues as diverse as fighting malaria and AIDS to understanding global warming.
Without a doubt, politics is part of the invisible cost benefit analysis of the Yankees and Mets stadium deals — not only for those who now criticize them, like the comptroller, William C. Thompson Jr., who approved them in 2006, but also for those few who champion them, like Mayor Michael R. Bloomberg.
That invisible cost may be as much as 2% versus 0.25% for an S&P ETF.
There is an invisible cost that we pay for medicines that never make it to market, communication tools that might have saved a struggling business, or alternative fuels that might have prevented a war.
It was estimated at one point that the knock-on invisible cost was £500 million for the meat industries.
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But this discounted apple ignores a laundry list of invisible costs.
Although wages accounted for only 10% of firms' overheads, "invisible costs" often ran to three times as much.
There were significant "invisible" costs in providing credit cards, such as fraud and security management and global infrastructure.
Not cheap at all, when you add in the invisible costs: of antibiotic resistance, environmental degradation, heart disease, E. coli poisoning, corn subsidies, imported oil and so on.
Gary Belkin, who heads Thrive, told us one of the motives behind the idea came from a 2014 report from the London mayor's office [pdf] exploring the invisible costs of mental health.
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com