<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Research on</title><link>https://apurvashrey.com/tags/research/</link><description>Recent content in Research on</description><generator>Hugo</generator><language>en</language><lastBuildDate>Sat, 11 Jul 2026 00:00:00 -0400</lastBuildDate><atom:link href="https://apurvashrey.com/tags/research/index.xml" rel="self" type="application/rss+xml"/><item><title>Why Causal Thinking Matters</title><link>https://apurvashrey.com/blog/why-causal-thinking-matters/</link><pubDate>Sat, 11 Jul 2026 00:00:00 -0400</pubDate><guid>https://apurvashrey.com/blog/why-causal-thinking-matters/</guid><description>&lt;p&gt;Suppose a retailer rolls out a new inventory management system across 200 stores. Six months later, stockouts are down 15%. The VP of operations is thrilled. But should she be?&lt;/p&gt;
&lt;p&gt;Maybe those stores were already trending downward in stockouts. Maybe the economy shifted. Maybe a competitor exited the market, changing demand patterns entirely. The 15% figure is real, but what it &lt;em&gt;means&lt;/em&gt; is not at all obvious. To say the new system caused the improvement, you need something more than a before-and-after comparison. You need causal thinking.&lt;/p&gt;</description></item></channel></rss>