Great Leadership By Dan

SEPTEMBER 5, 2017

Guest post from Sophie Wade: Leadership is in the midst of a major makeover. Autonomy is a key one that impacts leaders’ positions and roles which has been found to be a critical component for increasing employee engagement and thence productivity, as noted already by Peter Drucker decades ago, especially in relation to knowledge workers.

Fayol 191

Fayol Press Release Scientific Management Drucker 191

Leading Blog

SEPTEMBER 18, 2020

A S professor Jan-Benedict Steenkamp states in Time to Lead , “Everybody can improve their leadership qualities by reading about other leaders, how they resolved their dilemmas, and why they were successful.”. Second, he identifies four types or leadership metaphors : the hedgehog, the fox, the eagle, and the ostrich.

Leadership Styles 361

Leadership Styles Drucker Emotional Intelligence Long-term 361

Harvard Business Review

JANUARY 28, 2011

Agile minds are our richest resource for sharpening our competitive edge. Effective executives, as Peter Drucker noted, want to get ahead of potential problems. But — like it or not — one of executive leadership's most difficult duties may be to rigorously examine those who appear to cognitively falter.

Venture Capitalist 15

Venture Capitalist Ethics Human Capital Drucker 15

Harvard Business Review

APRIL 25, 2013

Trends that are affecting fundamental concepts of business, and in turn IT: The basic ideas of capitalism--return on investment (ROI) and return on assets (ROA)--are being challenged by the historical stalwarts of capitalism ( Harvard , Drucker Society , Forbes , the London School of Economics and many more). IT management ROA ROI'

CIO 8

CIO ROI Agility Information Technology 8

Harvard Business Review

APRIL 29, 2013

We are at the early stages of seeing large organizations outsource specific services such as HR, accounting, payroll, and IT support while breaking themselves up into smaller, more agile enterprises to address specific markets, geographies, or customers. Then become someone else''s customer for everything else. Structural changes.

CIO 8

CIO CEO Outsourcing Agility 8

Harvard Business Review

SEPTEMBER 10, 2014

As more firms became multinationals, fewer showed loyalty to particular communities or any hesitation to migrate their operations to wherever costs were lowest. Employees were viewed more as fungible inputs to operations, and customers viewed more as targets within more and less lucrative segments. It’s not very agile.

Supply Chain 12

Supply Chain Bureaucracy Short-term Agility 12