2026 - Global Peter Drucker Forum BLOG

May 21, 2026 2026

How Entrepreneurial is Your Org Architecture?
By Janka Krings-Klebe and Jörg Schreiner

Most large organizations have launched innovation initiatives in the last five years. They have built dedicated labs, appointed chief innovation officers, trained cohorts in design thinking, and run internal hackathons with genuine enthusiasm. The ideas that emerged were often promising. And then they derailed. Someone asked for strategic alignment of the business case, another for ownership clarity, a third for cross-functional sign-off before any resources could be committed. Approvals, handoffs, and procedural questions suffocated momentum.[…]

May 14, 2026 2026

The Organizational Patterns Behind Next-Generation Innovation
By Lukas Michel

When leaders talk about innovation, they usually talk about talent, technology, and speed.
They look for creative people, better tools, faster decisions, and stronger execution. They invest in AI, digital platforms, new ventures, and redesign efforts. All of that matters.
But one question usually remains underexamined: what kind of organization makes ingenuity usable?[…]

May 7, 2026 2026

Why Ingenuity Dies in Unmanaged Organizations
By Lukas Michel

Every organization now wants more ingenuity.
Boards ask for it. Leaders invoke it. Strategy decks celebrate it. AI is expected to accelerate it. In a world shaped by volatility, technological upheaval, and competitive pressure, ingenuity has become the human resource everyone suddenly wants more of. […]

April 30, 2026 2026

“Show Me the Money” vs. “Show Me the Source” The Gen AI Disconnect Leaders Must Bridge to SHOW Progress
By Jayshree Seth

In Jerry Maguire’s memorable words, leadership is demanding that generative AI show them “the money.” According to PwC’s 2026 Global CEO Survey of more than 4,400 CEOs, 56% report seeing no significant financial benefit from AI to date. The mandate is clear: prove the return, and prove it quickly.
[…]

April 23, 2026 2026

Why Organizations Fail to Use What They Already Know
By Guido Bosbach

The Global Peter Drucker Forum wrestles with a deceptively simple question: when everything depends on ingenuity, where does it actually come from?
The theme challenges organizations to unlock the next generation of innovation. Yet in almost every organization I work with, the same uncomfortable truth surfaces: the ingenuity is already there. It shows up in a sales rep’s instinct, a project manager’s half-voiced concern, an engineer’s spreadsheet no one requested. The problem is not a lack of creativity or talent. The problem is that organizations have become highly effective at filtering out what they already know.[…]

April 16, 2026 2026

You Lead What You Pay Attention To — Leadership Through a Different Lens
by Ulrich Blanke

You are about to walk into a difficult conversation. A team member has been disengaged for weeks. A key project is stalling. You have facts, a plan, a message. And then, just before you open the door, something tightens in your chest. Your jaw sets. You are already slightly irritated, and the meeting has not even started.[…]

March 31, 2026 2026

Ingenuity as Discipline: What Ingenuity in Kyiv Reveals About the Future of Business Education
By Johan Roos

First, a moment of silence for those who have fallen. Then, before the debate could begin, the air raid siren protocol: instructions for what to do when Russian missiles or drones approach.
That was a first. My family had sensibly vetoed my attending in person, so I was there on large screens, at a safe distance, when I served as Intellectual Provocateur at a public event hosted by the Graduate Business School of Kyiv School of Economics.
[…]

March 5, 2026 2026

Mentoring Your Team Through the AI Transition: From Anxiety to Shared Understanding
By Nick Hixson

Artificial intelligence has entered the workplace in a predictable way: leaders see opportunity; teams feel uncertainty.
On the surface, the conversation is about tools, productivity, and competitive advantage. Underneath, it is about role, value, and relevance. The technical questions are usually manageable. The human questions take more care. […]