Drucker Forum 2018: 3 Habits Leaders Should Break
by Alex Adamopoulos

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One of my favorite presentations at this past November’s Global Peter Drucker Forum was from Marshall Goldsmith, a leadership coach and the author of, among other books, “What Got You Here Won’t Get You There.” As the title suggests, the qualities that make leaders successful as individuals can later become obstacles to their success as leaders. Ascending to a leadership position requires prioritizing your individual success. Along your journey to a leadership role, you’ll likely face tests – both literal and figurative – that require you to prove how smart and capable you are as an individual. But great leaders need to work in the best interest of the people they manage, and not themselves. […]

What Do Thought Leaders Think?
by Dave Ulrich

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How do thought leaders think about management, innovation, corporations, turbulent times, discontinuity, effective executives, and managing for the future? (Note: All these terms are from titles of Peter Drucker’s magnificent books). In this essay, italicized text indicates book titles or quotes from Peter Drucker. I recently had the privilege of attending and participating in the 10th Annual Peter Drucker Forum. Conceived and delivered by Richard Straub (and his outstanding team), this remarkable event brought together sixty thought leaders in management from academia, industry, journalism, and consulting. Collectively, these leaders have published thousands of books about talent, organization, and leadership. In short eight- to twelve-minute bursts, they shared their insights on a how to reinvent, reimagine, and […]

Drucker Forum 2018: 5 Lessons for the Managers of Tomorrow
by Alex Adamopoulos

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This year’s Global Peter Drucker Forum in Vienna tackled the theme of the human dimension in management. In a rapidly changing world, where the business landscape is increasingly dominated by automation and AI, managers need to apply a human touch to the world of work more than ever. Particularly in regards to AI, business leaders are going to be playing an absolutely pivotal role in managing the impact artificial intelligence has on the workplace and the workforce. I wanted to make the following points the central plank of my opening keynote at this year’s Drucker Forum because it’s crucial that the kinds of leaders that make the trip to Drucker are all on the same […]

The human – all too human – nature of innovation
by Charles-Edouard Bouée

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A few days ago, the first artwork made by an artificial intelligence (AI) program sold at Christie’s for €380,000. Judging from the auction price and media attention the blurry portrait of a man received, the first thought for many was that machines have mastered yet one more skill. Not only can they lift heavy loads, drill holes and beat humans at cerebral games like chess and Go – they have now made an incursion into the human realm of imagination and creation. It is true that machines will take over ever more tasks currently performed by humans, and they will fundamentally influence the way we think, work, and live. At this point, it appears we […]

Standing on Peter Drucker’s shoulders to shape the future
by Richard Straub

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Ten years of the Global Peter Drucker Forum: Richard Straub, founder and president, on visions for a better society – and a new paradigm for management This November we are proud to celebrate the first decade of the Global Peter Drucker Forum. It all began in 2009 – the year that Peter Drucker would have turned 100. At that first congress, we had the special honor of welcoming Peter’s widow Doris to Vienna. We had the benefit of her wise advice until 2014, when she died at the age of 104. Her wish at the time has been has been both our legacy and our mission: “Do not make the Drucker Forum a Peter Drucker […]

Fixing Today’s Economy Is About Humans, Not Technology
by Nicolas Colin

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Most of today’s conversations around technology are centered on the successive waves that have been sweeping in since the Internet became a real thing in the early 1990s. We’ve gone from web-based applications to cloud computing to smartphones to artificial intelligence to virtual reality to crypto protocols. Every time, the new “new thing” takes over the conversation and some claim that it will change everything while others are skeptical that it will be ever used at a large scale. One could argue that this concept of technological waves impedes our understanding rather than improving it. It breaks the history of the current technological revolution into separate episodes rather than revealing a continuity essentially fueled by […]

The new normal in lifelong learning
by Johan Roos

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It used to be that a university degree certified that you had enough knowledge to last a lifetime. An occasional book and on-the-job training would fill in the gaps and keep you up-to-date. Now the new normal requires continuous lifelong learning, including regular updating in your knowledge of things you may never have studied, particularly literacy of technology and the humanities. Fortunately, you can obtain all this knowledge in small chunks from a variety of providers — online, face-to-face, or blended learning formats. Here’s why these have become the new normal in lifelong learning. Technology literacy This model is required because technology is making the world increasing efficient, complex, and prone to sudden change. Whatever […]

Communityship beyond Leadership
by Henry Mintzberg

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Richard Straub, who runs the Drucker Forum, tweeted recently about my forthcoming book Bedtime Stories for Managers: “Good to know—maybe one or two preview chapters for the Drucker Forum at the end of the month?” So here is one, related to my contribution on “Leading Smarter Organizations.” Say organization and we see leadership. That’s why those charts are so ubiquitous. They show us who sits on top of whom, but not who talks with whom, when, and about what. Why are we so fixated on formal authority? Is there no more to organizing than bossing? Have a look at Figure 1 to see an Organization. Then look at Figure 2 to see a Re-organization. Figure 1: This is […]