Peter Drucker laid it out half a century ago: the performance of modern society depends on the performance of its institutions—the businesses, universities, hospitals, research institutes, labor unions, government and other civil organizations that perform its essential functions.[…]
Continue reading
Discussions of the effects of Covid-19 on work, organization and leadership often come down to “home office” and “digitization”. But do these buzzwords capture the multifaceted reality of organizations and how they function?[…]
Continue reading
Typically, people think of ‘alignment’ in literal terms: to ‘line things up’. For an organization, this can mean connecting purpose with strategy and values, and connecting job requirements with capabilities and goals. But what about alignment between people? […]
Continue reading
What if entrepreneurial spirit was a delusion? In a recent post launching the next Global Peter Drucker Forum – Performance That Matters – Julia Kirby and Richard Straub pose a series of questions related to what Peter Drucker called the “spirit of performance”. Kirby and Straub ask: how to embed the spirit of performance in organizational culture, in particular in large organizations? […]
Continue reading
Any management model aims to maximize three things: Value for the company, Loyalty and productivity among Employees, and Knowledge about, and Solutions for, Users’ aspirations and true needs. However, the traditional model, based on bureaucracy, a clear distance between the company and its users, and subordinary-superiority between employees, cannot maximize all three objectives at the same time.[…]
Continue reading
In intensely competitive markets, many decision processes are being sped up or handed over to number-crunching machines. Where should we still be deeply deliberative? Four excellent panellists ably moderated by Margaret Heffernan were invited to discuss this very relevant topic.[…]
Continue reading
Peter Drucker laid it out half a century ago: the performance of modern society depends on the performance of its institutions—the businesses, universities, hospitals, research institutes, labor unions, government and other civil organizations that perform its essential functions.[…]
Continue reading
The father of management thinking Peter Drucker famously said: “The greatest danger in times of turbulence is not turbulence itself, but to act with yesterday’s logic”. […]
Continue reading
Digitalization fundamentally changes the nature of work and leadership. That’s a huge advantage for those people that get it. But it also challenges human responsibility[…]
Continue reading
What have we learned at the Forum that is most exciting, concerning, surprising?[…]
Continue reading