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.[…]
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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?[…]
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This Digital Forum is a big step on the way to our in-person Forum in November in the Vienna Hofburg. The two events share one overarching theme – performance that matters. Moving the needle on the performance of an enterprise has always been a challenge – and in today’s world it is increasingly complex. […]
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It was a cold November morning in 2016. As we walked from our hotel to the conference venue, I asked the late Clayton Christensen why he kept coming back to the Drucker Forum. He said, “At other conferences, I speak, and here, I learn.” […]
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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? […]
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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? […]
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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.[…]
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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.[…]
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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”. […]
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