Following the discussion of what constitutes human essence-based management in Part 1, this piece will explore the link between new management and prosperity. To start off with another Peter Drucker’s lesson, social relevance comes first and the goal of every organization lies outside itself. If we hold Drucker’s words as ground zero, how relevant are current business practices to the society? Does acting on reason actually make for a good reason?   With business and society merging, it is important for managers to go beyond numbers into rich, deep, and

I listened and spoke to a lot of the leading management thinkers in the world at the Drucker Forum. Everybody is pretty much in agreement that we need to sort out our economies and to do that we need to have meaningful work to enable everybody’s full potential and capacity to be realised for their individual good as well as their employers, the economy and society generally. As always with this high-level thinking, there’s plenty of good research and evidence to support it, and some examples in real life companies,

The Global Drucker Forum of Vienna has become a major international convention for management and covers some of the main references of global management meetings. Held in memory of Peter Drucker it pays tribute to his inspiration. The alliance of the Forum with the Harvard Business Review guarantees global impact. Also, there was presence of prominent personalities from The Financial Times, The Economist and the BBC. Drucker defined modern management from a very humanistic perspective which continues to inspire the event in an extraordinary way, bringing together the best in

Just over two years ago Rick Wartzman noted in a Drucker Society Europe blog the numerous initiatives in recent years based around the evidence showing that a humane and thoughtful approach to leadership and management is actually better for corporate performance than more exploitative or short-termist approaches. Appreciative Inquiry, Conscious Capitalism and Shared Value, among others, all received a mention.   Though he approved of all these developments, he struck a cautionary note:   “Does this flurry of activity add up to more than a bunch of scattered conferences and

This blog was originaly published on the HuffPost blog.   Billed as “The Great Transformation”, its work was cut out for itself from the moment you could register online. A conference paying homage to the brilliance of Peter Drucker has now become an annual calendar fixture not to be missed. The 6th iteration of the Global Peter Drucker Forum — recently held in Vienna, naturally — has arguably become the TED or Davos of all leadership conferences. But could we shift into an era of “managing our way to prosperity,”

The 6th Global Drucker Forum ended on November 14 with a series of comments and calls to action from the major speakers involved. The last of these was HBS professor Clay Christensen, who called for more cooperation and harmonizing of language among management experts. He illustrated the kind of cooperation he was talking about with a story about Florida governor Jeb Bush and how he had shared slides from a presentation on the topic of child-centred education and the reform of the American education system. Forbes columnist Steve Denning quoted

It has been 60 years since Peter Drucker pointed out to the management world an importance of inner human world and its impact on prosperous organization functioning. Today, managers are finally embracing his words and are starting to “lead not only through knowledge, competence and skill but through vision, courage, responsibility, and integrity.” However, in order to fully reap the benefits of this ethos, it is important to approach it holistically, as Peter Drucker would and did.   Human essence, as I shall refer to the question of what makes

Author Jørn B. Andersen, European Director, Clareo and Advisory Board Member Kellogg Innovation Network   The theory of the firm was one of Peter Drucker’s great insights about how to analyse and understand why once great companies and organisations decline or develop themselves into oblivion. The central challenge for all organisations including government is ’What to do’. The root cause of every organization’s crisis is not necessarily that things are done poorly. The problem is that things done become fruitless. The reason for this is that the assumptions upon which

“Every few hundred years throughout Western history, a sharp transformation has occurred”, Peter Drucker wrote (http://blogs.hbr.org/2014/10/what-peter-drucker-knew-about-2020/) in 1992. Today’s great transformation is being driven by digital technology. We are on the verge of a new epoch of smart computers that MIT’s Andrew McAfee and Erik Brynjolffsen describe as the “Second Machine Age”. Drucker himself imagined this revolution as “the shift to a knowledge society.” But it’s actually an information technology revolution – the artificially intelligent new world of the Internet of Things, self-driving cars and IBM’s Watson.   So how

Short Bio: In his 32 years with IBM Dr. Richard Straub has held key international executive functions such as Deputy General Manager for PC Europe and Global Chief Learning Officer. Since . 2006 he has started a new career working with non-profit organizations – as part time executive and as social entrepreneur. He is currently executive committee member at the European Foundation for Management Development (EFMD) and Secretary General of the European Learning Industry Group (ELIG). In addition he retained a strategic advisory role for the IBM Global Education Industry.