In the distant past, explorers used local landmarks and stars to navigate. This made it difficult to go to unknown places. Today, many organizations are using best practices, benchmarking, and past successes to guide their way. These are local landmarks. Local to the past[…]
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Whether you live in Dubai, Dubrovnik, Delhi or Dakar, the global pandemic continues to be a shared human experience. We all face restrictions to our movement; we all carry anxieties about the health of our loved ones; and many of us continue to fear an uncertain future. […]
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Do managers need educating? If so, how?
For most managers, the problem is not that education is lacking but that it is one-sided, i.e. exclusively for the one area of professional activity. Of course, Peter Drucker argued[…]
An die Frage – MĂĽssen Manager gebildet sein? – schlieĂźt sich logischerweise die Frage an – Wenn ja, wie?[…]
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When I first read PD in the 1970s, I didn’t really get him. The volumes dropping on my desk – Post-Capitalist Society, The New Realities, or, bafflingly, Landmarks of Tomorrow – appeared to have little bearing on management[…]
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Early on, I realized that continuous learning in the workplace is essential to move businesses forward and stay competitive. Yet[…]
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Should you say “thank you” to a robot? This is not a trick question, or a philosophical one. I am interested in the practicalities[…]
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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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