The Practical Leader

JANUARY 8, 2019

” As of 2014, 390 million units were sold. We see how Peter Drucker’s thought leadership continues to guide leaders and organizations. Solar power has generated over 17 times what was predicted in 2000. We also take a look back at last year’s top blogs to help your reflection and renewal.

Project 67

Project Letter Trends Wilde 67

Harvard Business Review

JANUARY 13, 2014

Peter Drucker famously said that the point of a business was to create a customer. As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Innovation Leadership Strategy' No, it’s to maximize shareholder value. And short-term numbers at that.

Levitt 12

Levitt Christensen Competitive Advantage Welch 12

Marshall Goldsmith

FEBRUARY 8, 2018

Frances Hesselbein – Former CEO, Girl Scouts of America and Peter Drucker Foundation. Called ‘The Academy Awards of Leadership’ by the Economist, Thinkers50 is the world’s most reliable resource for identifying, ranking and sharing the leading management ideas of our age. Has been recognized as the World’s #1 Leadership Thinker.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

OCTOBER 10, 2014

Lou Gerstner’s arrival at IBM in 1993 is a classic example of leadership through a liminal period. Between 2000 and 2014, the TELUS brand grew in value from a few hundred million dollars to $4.3 This post is part of a series leading up to the annual Global Drucker Forum , taking place November 13-14 2014 in Vienna, Austria.

Leadership 8

Leadership Telecommunications Education Consensus 8

Harvard Business Review

SEPTEMBER 30, 2014

Or as Richard Straub of the Peter Drucker Society of Europe puts the question , “are managers equipped – in terms of skills, competencies and courage – to lead us toward the Great Transformation?”. Digital Masters build strong leadership capabilities to envision and drive transformation within their companies and their cultures.

Management 12

Management Drucker Technology Information Technology 12

First Friday Book Synopsis

AUGUST 19, 2015

Since its establishment in 1987, The Humphrey Group has expanded globally and is recognized as a premier leadership communications firm that works with clients in Canada, the US, Mexico, Europe,… Read More Judith Humphrey: An interview by Bob Morris.

Humphrey 70

Humphrey Globalization How To Leadership 70

Harvard Business Review

OCTOBER 17, 2017

One recent global research survey of employee assistance programs found that, combined, employee anxiety, stress, and depression accounted for over 80% of all emotional health cases in 2014, compared with 55% in 2012.

Stress 9

Stress Self-aware Software Emotional Intelligence 9

Harvard Business Review

NOVEMBER 5, 2014

For decades, the success of a business depended on three key pillars: Innovative Ideas + Cheaper/Faster/Better Execution + Powerful Leadership. As a result, the winning formula has become: Innovative Ideas + Delivering Unique Experiences + Enabling Leadership. The Leadership Trap. Change management Leadership'

Competitive Advantage 8

Competitive Advantage Attrition Uncertainty Bottom-up 8

Harvard Business Review

NOVEMBER 5, 2014

For decades, the success of a business depended on three key pillars: Innovative Ideas + Cheaper/Faster/Better Execution + Powerful Leadership. As a result, the winning formula has become: Innovative Ideas + Delivering Unique Experiences + Enabling Leadership. The Leadership Trap. Change management Leadership'

Competitive Advantage 8

Competitive Advantage Attrition Uncertainty Bottom-up 8

Tanveer Naseer

JANUARY 6, 2015

Starting from the familiar premise, attributed to Peter Drucker, that “culture eats strategy for breakfast,” O’Connor and Dornfeld offer useful advice on how to deal with the human side of strategy implementation: getting employees to accept needed change.

Influence 100

Influence Succession Ethics Bureaucracy 100

Strategy Driven

MARCH 7, 2014

Courage and leadership. Business Hall of Fame that I met Peter Drucker. I was then challenged to come up with such a program, the result being the Leadership in Action Awards. Copyright 2007-2014 by StrategyDriven Enterprises, LLC. These are the ingredients that make a legend: Significant business contributions.

Balanced Scorecard 71

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 71

Harvard Business Review

OCTOBER 2, 2015

Drucker Forum 2015: Managing in the Digital Age. This post is one in a series of perspectives by presenters and participants in the 7th Global Drucker Forum. ” A 2014 survey by Deloitte of top U.S. In this case, management could easily misapply resources. Less than one in 10 firms said they “innovate in an agile way.”

Management 8

Management Drucker Survey Globalization 8

Harvard Business Review

AUGUST 16, 2016

GE vice chairman Beth Comstock spoke to the issues of speed and continual customer input in a 2014 interview, when she said, “We work in these very complex, deep industrial technologies. More flexibility about making changes to ideas as they progress from concept to “minimum viable product” to finished product.

Company 8

Company Airlines Ries Survey 8

Harvard Business Review

JANUARY 8, 2014

As Peter Drucker put it, “culture eats strategy over breakfast” Just take a look at Southwest Airlines, the company which saw the greatest value expansion in the S&P 500 between 1971 and 2001. Coaching Hiring Leadership Managing people Organizational culture' Culture That Drives Performance. An HBR Insight Center.

Emotional Intelligence 10

Emotional Intelligence GDP McKinsey Airlines 10

Harvard Business Review

OCTOBER 31, 2014

Deep change, when it happens, is belated and convulsive, and typically requires an overhaul of the leadership team. Most of the recommended remedies—idea wikis, business incubators, online collaboration, design thinking, “authentic” leadership, et al —are no more than minor tweaks. See the rest of the series here.

Disruptive Innovation 8

Disruptive Innovation Business Incubator Incubator Innovation 8

Harvard Business Review

OCTOBER 27, 2014

By clustering its projects in well-defined platforms, DSM believes that it is creating portfolios of options and is more likely to build leadership positions in large opportunity spaces as a result. This post is part of a series leading up to the 2014 Global Drucker Forum , taking place November 13-14 in Vienna, Austria.

Innovation 8

Innovation Strategy Drucker Project 8