Business performance is often perceived as having no societal impact. It seems to be a strictly financial matter and to concern only its shareholders, and nobody else, and as such is even morally suspect for some. We are happy for the company that has good results, and we may suspect that is at done at the expense of society. [âŠ]
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Letâs think of management as the art, science, and craft to get work done. As most of us perform some kind of work, and most work requires more than one individual to complete, we need to care about management. It touches everyone, everywhere, anytime.[âŠ]
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Why does so much management advice sound reasonable but turn out to be of little value? Most readers will know what I mean. Take the following guidance on how companies can âaccelerate their agile transformationâ:[âŠ]
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When leaders consider the one thing they could do differently today to help their organization be future prepared, where do they start? [âŠ]
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Unser digitales Sommerforum ist ein Meilenstein auf dem Weg zur Konferenz, die uns im November in der Wiener Hofburg persönlich zusammenfĂŒhren wird. Beide Veranstaltungen firmieren unter einem gemeinsamen Titel: Performance that matters â Leistung, auf die es ankommt. [âŠ]
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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 â performance that matters. Moving the needle on the performance of an enterprise has always been a challenge â and in todayâs world it is increasingly complex. [âŠ]
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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, âAt other conferences, I speak, and here, I learn.â [âŠ]
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Typically, people think of âalignmentâ in literal terms: to âline things upâ. 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? [âŠ]
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