The Global Peter Drucker Forum 2025 in Vienna is dedicated to the topic of “Next Era Leadership,” or the challenge to leadership in our times of multiple crises and upheavals. Peter Drucker warned us in his day: “The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.”[…]
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We are not living in a time of change. We are living in a change of times. What unfolds before us is a fundamental renegotiation of how organizations create value and how leadership functions within them.[…]
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Europe’s 13% employee engagement rate in 2024 is a radical wake-up call. As AI agents proliferate and reshape work, organizations face a choice: continue extracting value from disengaged humans or build environments where people and AI flourish together.[…]
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Human-AI collaboration is no longer a futuristic vision—it’s happening now. As we move into the Industry 5.0 era, there’s a powerful opportunity: not to replace people with machines, but to combine human strengths with AI’s capabilities. This blend offers new levels of innovation, agility, and purpose at work.[…]
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A nuanced reality lies underneath the current hype, associated with, both the utopian and dystopian visions of the future of Artificial Intelligence (AI).
And to add to that, what we call “Artificial Intelligence” isn’t truly intelligent.[…]
In the first two parts of this series, we explored how the Dionysian imperative challenges core assumptions of modern management. We saw how organizations must move beyond the Apollonian pursuit of order and stability, embracing instead a more dynamic interplay between structure and emergence. We followed the transformation from hierarchy to ecosystem and asked what it means for companies to behave more like living systems than machines. But even as strategies evolve and structures adapt, one domain resists change most persistently: leadership. Despite the shift toward distributed intelligence and decentralized action, the image of the omniscient leader – decisive, visionary, in control – still dominates our organizational imagination
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The Dionysian imperative, as described in the first part of this series, invites organizations to embrace unpredictability not as a threat to control, but as a vital source of renewal. Yet for leaders steeped in traditional management logic, this call can feel abstract. What does it really mean to transform conventional business operations into an ecosystem that auto-adjusts to emerging challenges and opportunities? How does one move beyond the familiar architectures of hierarchy and efficiency without losing coherence or accountability? The answer begins not with the latest org chart innovation, but with a fundamental shift in perspective: from managing parts to cultivating wholes.[…]
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While the landscape shifts beneath our feet – marked by disruption, blurred boundaries, and accelerating change – many organizations still cling to outdated instincts. For generations, management has been guided by a quest for order and predictability, trying to tame uncertainty through rigorous processes and disciplined decision-making. This inclination aligns well with what Nietzsche, in The Birth of Tragedy, called the “Apollonian” impulse: the drive toward harmony, rationality, and controlled form. Yet Nietzsche also highlights a contrasting “Dionysian” force – one that brings forth ecstasy, chaos, and the powerful wellspring of creativity. Balancing these two impulses, he claimed, was vital for the brilliance of ancient Greek tragedy, where structure and chaos coexisted to produce artistic greatness.[…]
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