On February 3rd, in the historical district of Diriyah, we opened the first Drucker Salon ever held in Saudi Arabia with a question Peter Drucker posed six decades ago: What is the manager’s job? The question has survived because it refuses easy resolution. What I did not anticipate was how sharply it would cut on this particular evening, in this particular city, with these particular leaders.[…]
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Leadership in practice is often reduced to a set of operational habits – communicating with and motivating teams, refining processes, and raising efficiency.
Many organisations stop there. They focus on growth, cost control, or market share and assume that these ambitions provide a sufficient sense of direction. But ambition is not orientation. It creates momentum, not clarity. Even a perfectly run organisation can drift if nobody dares to define, and defend, the direction of travel.[…]
