Managers can influence employees’ daily motivation for the work by using a number of tools. Below, I list five of them (of course, this is not a comprehensive list). In terms of their effectiveness as management tools for influencing motivation, how would you order them, with 1 being the most effective and 5 being the least effective? […]
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Everyone recognizes the rapidly evolving world of work with social, technology, economic, political, environmental, and demographic (STEPED) disruptions. While it might have been possible before to focus on customer or strategy or technology or culture or people or leadership or new HR operating models, today’s complex and rapidly changing business context requires alignment, integration, and simplicity in the face of complexity. Let me suggest three simple (not easy!) principles shaping the new world of work. […]
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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.[…]
It’s a sobering statistic: 95% of generative AI pilots fail, according to MIT Sloan research. But the problem isn’t the technology – it’s that organisations approach AI as a technology initiative rather than a human transformation challenge. […]
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“People will remember three people in Poland’s recent history,” the CEO of Grupa Kety, Roman Przybylski told me at the Christmas gathering of the European Economic Congress (EEC) in Warsaw: John Paul II, Lech WaĹ‚Ä™sa, and Leszek Balcerowicz.
Two spiritual and political leaders; one economist—a trinity revealing the moral weight economic transformation can demand.[…]
Germany has no shortage of brilliant minds. We see it every day: outstanding tech talent, deep science and countless start-ups with potential. What’s missing far too often is something less visible – but far more decisive: the mindset to win.
At BRYCK, we believe the future of entrepreneurship in Germany – and across Europe – will be shaped not just by what founders build, but by how they think. And right now, we don’t need more participation. We need more winners. […]
The day before the 2025 Global Peter Drucker Forum officially began, I welcomed a small group to Peter Drucker’s family villa in Vienna. We gathered to discuss Joseph Schumpeter’s century-old insights about “creative destruction” and “intelligent monopolies,” ideas that introduced dynamics into the Austrian School’s closed economic system. The setting carried symbolic weight: discussing disruption in the very space where foundational management thinking took shape.[…]
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Introduction The sun beat down on my back as I stood in Mbare Musika, Harare’s frenetic heartbeat, behind a shaky
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The exact moment when the soul asks for change Prologue It’s like walking out of a concert in the middle
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