This gathering is convened with a strong point of view: As leaders and managers of society’s major institutions, we must drive step changes in performance. Rising to the challenges of a transformed world will require us to aim much higher—and think more creatively. Management as usual is not going to cut it.
COMING TO TERMS WITH WHAT MATTERS: WHAT WE MEAN WHEN WE TALK ABOUT PERFORMANCE
When an executive team says it’s a looking for a turnaround in performance, how is it defining that term—implicitly or explicitly? Despite efforts to reconceive what constitutes corporate success, is the bottom line still the bottom line?
The perennial complaint of upper management is that “these new kids don’t want to work.” Probably the differences in expectations run much deeper.
In a downturn, more than ever, performance gains depend on more creative problem-solving. It’s time for organizations to get serious about teaching their people to innovate.
BEND IT LIKE BECKETT: PERFORMANCE LESSONS FROM WAITING FOR GODOT
The incomparable storyteller and organizational sage Charles Handy, with help from his Director of Drama son, explores what makes a great performance from the perspective of a performing artist.
THE ESG REVOLT: FINDING A WAY FORWARD IN A WORLD OF CLASHING DEMANDS
Good businesses have always aimed for net-positive impact on the world around them—but some today are crying foul over the standards and ratings being imposed in the name of justice.
Drucker said it would be the biggest management challenge of the 21st century: raising the productivity of knowledge workers. Have today’s managers figured out this essential key to boosting performance?
It’s been the biggest debate of the year: get back to the office, or assume remote work? “Hybrid” sounds ideal—but the keys to getting the best of both worlds aren’t obvious.
Meritocratic systems are harshly criticized for their tendency to preserve bastions of privilege. Some have been dismantled. Is there a better way to even the playing field—and encourage high achievement?
THE LOAD-BEARING WALLS OF THE ENTREPRENEURIAL SOCIETY
Societies thrive when they have dynamic economies full of motivated, innovative problem-solvers. That, in turn, depends on the performance of societal institutions. Are the pillars holding up?
HOW PURPOSE DRIVES PERFORMANCE
Few would deny that an organization should have an inspiring sense of purpose. But what do we really know about how that produces better results?
Drucker called it the spirit of performance: the productive energy of a team committed to taking its achievement to the next level.
We’ve come a long way from the Mad Men days of homogeneous organizations—and the blindered thinking that always held them back. But making diversity work isn’t as simple as?
A CENTURY OF MANAGEMENT IDEAS: ASSESSING THE IMPACT OF HBR
On HBR’s hundredth birthday, we trace the trends in management thinking that have had most impact—and positioned us to see further and move forward.
Different eras call for different leaders. At a time when making performance gains is imperative, what C-suite skills come to the fore?