Efrain Rosemberg

Spain CFO at Microsoft

Bio

Efraín Rosemberg has an extensive professional resume with more than 18 years of international experience in finance and project management, working for companies such as Procter & Gamble and L’Óreal. At P&G, he held various positions of responsibility in the Finance area in Peru, Brazil, Switzerland, and Spain for over 13 years. Before joining Microsoft as the Spain CFO, Efraín Rosemberg was the financial director of L’Óreal’s pharmaceutical division in Spain.

An Industrial Engineer from the Catholic University of Peru, Efraín Rosemberg has postgraduate studies from the University of California at Berkeley and IE Business School, where he graduated with honors and is also an adjunct professor, receiving the teaching excellence award for three consecutive years 2021 to 2023. He is currently a doctoral candidate in Decision Sciences at IE University, where he researches collective prediction processes and error management in teams. Finally, his latest publications are chapter collaborations for “Judgment in predictive analytics” and “Leading digital transformation from people’.

Track: Soft Skills

Mindful Organizing as a Determinant of Collective Forecasting Performance

Effective forecasting within organizations is intricate. It requires building flexible models that fit ever-changing task conditions and awareness of the—often overlooked—social context, which infuses human judgment and group dynamics in the process. To address forecasting as a socio-technical challenge, this article posits the mindful organizing framework (Weick, 1995; Weick et al., 1999): a combination of collective processes such as attention to errors, reluctance to simplify interpretations, and support of a fluid hierarchy. The article reports the results of an experimental study involving 40 hierarchical forecasting triads, where the treatment groups received interventions to improve accuracy via fostering mindful organizing processes. Treatment groups achieved significantly higher point forecast accuracy than control groups when using the leader’s forecast and a mean of the triad’s individual forecasts (24% and 22% MAPE scores improvements, respectively), suggesting that focusing on the quality of team interactions and error deliberation can enhance judgmental forecasting.