{"id":2545,"date":"2020-02-24T13:34:20","date_gmt":"2020-02-24T12:34:20","guid":{"rendered":"https:\/\/www.druckerforum.org\/blog\/?p=2545"},"modified":"2023-11-01T15:43:26","modified_gmt":"2023-11-01T14:43:26","slug":"sparking-small-fires-at-the-drucker-forum-barcamp-by-isabella-mader","status":"publish","type":"post","link":"https:\/\/www.druckerforum.org\/blog\/sparking-small-fires-at-the-drucker-forum-barcamp-by-isabella-mader\/","title":{"rendered":"Sparking small fires at the Drucker Forum Barcamp <\/br>by Isabella Mader"},"content":{"rendered":"\n
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Not a classic panel, nor\nthe speakers you\u2019d expect at a conference like the Global Peter Drucker Forum.\nThe motto: growth happens where there is access to opportunity. The format is\ntargeted at younger-generation participants from two camps: the winners and\nfinalists of the Peter Drucker Challenge<\/a>, an essay contest for\nstudents and young entrepreneurs, and participants in the Talent Award program\nfor corporate career talents nominated by their employers.<\/p>\n\n\n\n

The shortened \u2018Barcamp\u2019\nformat used within the Global Peter Drucker Forum sees pitches by participants,\nfollowed by an audience vote to select the most popular topics that will then\nbe presented in a short talk. Ample discussion time is provided thereafter.<\/p>\n\n\n\n

To start off the Barcamp,\nmoderator Isabella Mader cited Charles Handy\u2019s closing keynote at the 2017\nDrucker Forum: \u2018To change the world let\nus start small fires in the darkness until the whole world is alight.\u2019<\/em> The\nidea behind this session is to be one of those small fires and to spark further\nones from the talks given and the ideas discussed with the audience in the\nsession .<\/p>\n\n\n\n

The voting brought seven\nyoung leaders to the stage with the following topics:<\/p>\n\n\n\n

Ecosystems need eco-leaders<\/strong>, by Drenusha Shehu<\/strong> (Talent Award\nParticipant, Raiffeisen Bank International): Industrial-age leadership was a lot\nabout ego and lone decision making. Today, leaders need to be closer to the\nteam, brainstorm ideas with their staff, and capture their input.<\/p>\n\n\n\n

Words are losing their meaning<\/strong>, by Anika Marie Kennaugh <\/strong>(Drucker Challenge Finalist, Students): Peter\nDrucker knew about the magic, necessity and beauty of words. After all, words\nare what binds the world together or pulls it apart. Contracts, love letters,\npitches, inaugural speeches \u2026 all rely on the magic of words. Even the success\nof scientific papers depends not only on the quality of the research, but also\non the ability to convey ideas. But our “arsenal” is getting dull:\nstudents need someone to demonstrate how to polish their armour and brandish\ntheir language in order to become successful commanders-in-chief of their\ndestiny.<\/p>\n\n\n\n

We need neurodiversity to encourage diversity<\/strong>, by\nKarolien Koolhof <\/strong>(Drucker Challenge\nFinalist, Students): When asked, \u2018Who thinks diversity and innovation go\nhand in hand?\u2019, a vast majority of participants raised their hands. Extroverts\nand introverts bring complementary talents to the table \u2013 fast action and\nintrospection, boldness and calm. Recounting her personal story as an\nintrovert, Koolhof explained how she came to build a platform to encourage\nintroverts to embrace their natural strengths and extroverts to understand what\nintroverts can contribute.<\/p>\n\n\n\n

 <\/del>We might note here that the first\nthree speakers with the best voted pitches were young women \u2013 a first at the\nDrucker Forum Barcamp.<\/p>\n\n\n\n

Why become more data-driven?<\/strong> by\nChristian Renz<\/strong> (Talent Award\nparticipant, Raiffeisen Bank International): Corporate survival is not\nenough, argued Christian Renz. If companies are to excel, a data-driven\napproach is a crucial strategic ingredient for success. Basing decisions on\ndata and information rather than taking a chance or relying on gut feel will improve\nthe quality of decisions in two important areas: business development \u2013 finding\nopportunity and spotting patterns of consumer need \u2013 and generating efficiency.<\/p>\n\n\n\n

What should the agenda be for AI today? <\/strong>by Babajide Muritala<\/strong> (Drucker Challenge Winner, Students): We all\nknow AI is the \u2018boss\u2019 these days. In endless panels and chat shows, academics\nand pundits discuss control and the prospect of robotics and AI replacing human\nlabor. But maybe this fear is misdirected. There is another AI apocalypse\ndawning that’s not talked about enough, which is algorithmic bias. Stories like\na man getting 20 times more credit than his wife although she has a better\ncredit rating illustrate the idea. What do cases like this predict for the\nsurveillance of citizens, the militarization of AI, and so on? Let\u2019s talk about\ndiscrimination by AI \u2013 and let\u2019s not have AI take relevant decisions until this\nis fixed.<\/p>\n\n\n\n

AI <\/strong>as the “third factor”, <\/strong>by Sorin Suciu<\/strong>, (Talent Award participant, Raiffeisen Bank International):\nThe exponential development of business ecosystems has been largely supported\nby the development of artificial intelligence. In practice, the increasing\napplication of digital technology has led to the emergence of a third factor in\nthe business ecosystem: AI. The question to be addressed in this context: which\nis to be the dominant factor, AI or humans? Only responsible management of\nbusiness ecosystems can ensure that the economy and society won\u2019t be reduced to\nprofit-making machines. Responsible management of AI will need to address the\nquestion of a life worth living.<\/p>\n\n\n\n

Specialization kills management<\/strong>,<\/strong> by Shubhadeep\nBasak<\/strong> (Drucker Challenge Finalist, entrepreneurs category):\nIn projects dominated by functional arguments about who is in charge of what\nand where silo thinking and blame culture govern behavior, lengthy discussions\nwill delay completion and increase cost. Projects go astray. Managers capable\nof taking a holistic and inclusive view of both project and people are a\ncrucial element in project leadership. <\/p>\n\n\n\n

Questions discussed with the audience revolved much around inclusion and collaboration and the human condition, bound together by an improved ability to communicate with each other. As Financial Times<\/em> management editor Andrew Hill pointed out, appropriately enough all the talks seemed to be linked by a sense of connectedness and collaboration. He proposed to take the \u2018eco\u2019 out of ecosystems and pursue systems thinking instead (a thought continued in a post Forum FT article<\/a>), supporting the idea that problems are more easily solved by diverse groups. AI in this context should not alienate but facilitate collaborators to work together across continents and diverse groups.<\/p>\n\n\n\n

About the Author:<\/strong>

Isabella Mader<\/em><\/strong> is CEO of the Excellence Institute, Executive Advisor for the Global Peter Drucker Forum and lecturer at universities in the fields of information and knowledge management, IT- strategy and collaboration. <\/em><\/p>\n\n\n\n

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