Tanveer Naseer

DECEMBER 10, 2013

Peter Drucker, who was considered to be the “father of modern management,” did not mince words when he advised managers and leaders about the dangers of complacency and putting off the future. Management has no choice but to anticipate the future, to attempt to mold it, and to balance short-term and long-range goals.

Drucker 259

Drucker Kaizen Short-term Innovation 259

Harvard Business Review

OCTOBER 16, 2014

Every few hundred years throughout Western history, a sharp transformation has occurred,” Peter Drucker observed in a 1992 e ssay for Harvard Business Review. “In For Drucker, the newest new world was marked, above all, by one dominant factor: “the shift to a knowledge society.”. It’s no wonder why.

Drucker 14

Drucker Survey Learning-by-Doing Knowledge Management 14

Chart Your Course

JUNE 30, 2016

Every HR, OD professional, and management consultant should at the very least be aware of their existence, if not well-versed in their ideas and theories. In one of the defining management studies carried out in the 90s, Collins and his team complied a list of 1,435 companies in search of those special few that could truly be called “great.”

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

MAY 30, 2014

Is management – not yet a very old discipline – due for one? When Richard Straub, President of the Peter Drucker Society of Europe, recently declared so , it got me thinking by analogy about how one might come to pass. We could even say that the subject of management was touched by that first Renaissance.

Management 8

Management Drucker Resistance Knowledge Management 8

Harvard Business Review

FEBRUARY 8, 2017

Entrepreneurship aids economic vitality by getting rid of complacent incumbents, accelerating innovation, and creating jobs. For example, one celebrated software company had managed to accumulate 600 vice presidents by the time it reached $4 billion in revenues. ” “Great,” you might say. Considering the following.

Innovation 8

Innovation Bureaucracy IPO Bottom-up 8

Harvard Business Review

OCTOBER 2, 2012

Still the agency drags on with its year-old push to end Saturday delivery , the most powerful innovation they can muster — which to be implemented would still take 2 years. Intuit had many failures as part of their innovation process. The most dangerous trap that any manager can fall into is complacency.

Business Model 16

Business Model Incubator Supply Chain Welch 16

Harvard Business Review

OCTOBER 2, 2012

Still the agency drags on with its year-old push to end Saturday delivery , the most powerful innovation they can muster — which to be implemented would still take 2 years. Intuit had many failures as part of their innovation process. The most dangerous trap that any manager can fall into is complacency.

Business Model 9

Business Model Incubator Supply Chain Welch 9