First Friday Book Synopsis

JULY 29, 2013

Bob''s blog entries AgFirst Farm Credit Bank Albert Einstein AMACOM Babson College Brilliant Mistakes Brooke Manville CEO Magazine CIO magazine CLO Magazine Columbia University Fast Company FedEx Inc.

CIO 75

CIO Magazine Wilde Drucker 75

First Friday Book Synopsis

JUNE 27, 2013

Prior to joining Harvard Business School in September 2005, Rob served as Vice Chairman of The Goldman Sachs Group, Inc. with […].

Kaplan 80

Kaplan Collins Committee Wilde 80

Marshall Goldsmith

JUNE 2, 2014

Management guru Peter Drucker considered Hesselbein to be the greatest executive he had ever met. One investment banker is still at the bank, but is now working exclusively on projects that make the world a better place. She’s also a wonderful human being. Peter worked up until his death at age 95.

Drucker 126

Drucker Chief Executive Officer Participative Open-book 126

Harvard Business Review

NOVEMBER 6, 2013

In 1981, Peter Drucker delivered a lecture at New York University titled “ Managing the Increasing Complexity of Large Organizations.” But, as was his wont, Drucker didn’t just provide answers. This “may be the most important question,” Drucker advised. How do you organize your entrepreneurial within the managerial?” “How

Drucker 9

Drucker Bottom-up Rogers Uncertainty 9

Marshall Goldsmith

APRIL 1, 2013

Management guru Peter Drucker considered Hesselbein to be the greatest executive he had ever met. One investment banker is still at the bank, but is now working exclusively on projects that make the world a better place. She’s also a wonderful human being. Peter worked up until his death at age 95.

Drucker 107

Drucker Chief Executive Officer Participative Open-book 107

Marshall Goldsmith

FEBRUARY 8, 2018

Frances Hesselbein – Former CEO, Girl Scouts of America and Peter Drucker Foundation. Jim Kim – 12th President, the World Bank. Former Executive VP and Head of Strategy & Transformation at TMB Bank. Sean McGrath – Human Resources Vice-President World Bank Group. Bernie Banks – Brigadier General.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

First Friday Book Synopsis

MARCH 2, 2013

Schiff Professor of Investment Banking at Harvard Business School, with a joint appointment in the Finance and the Entrepreneurial Management Units. Josh Lerner is the Jacob H. He graduated from Yale College and Harvard’s Economics Department.

Banking 80

Banking Finance Organization Management 80

Marshall Goldsmith

JUNE 28, 2017

At these meetings, we’ve learned from some of the greatest leaders of our time, Alan Mulally, Frances Hesselbein and Dr. Jim Kim, President of the World Bank, and where they were formally trained in Stakeholder Centered Coaching by Dr. Frank Wagner, Chris Coffey, and Will Linssen.

NGO 70

NGO Ethics Hersey Webinar 70

Your Voice of Encouragement

AUGUST 26, 2013

Qualifying projects include activities such as building park benches or picnic tables, constructing a playground, organizing a blood drive for the blood bank or creating a garden area at a local nursing home. A good person explains. A superior person demonstrates.

Drucker 66

Drucker Project Banking Construction 66

Marshall Goldsmith

JUNE 28, 2017

And more recently in New York City where we spent two days with two of the greatest leaders of our time, Frances Hesselbein and Dr. Jim Kim, President of the World Bank, and where they were formally trained in Stakeholder Centered Coaching by Dr. Frank Wagner, Chris Coffey, and Will Linssen. University Representatives—Cohort 1.

Executive Coaching 70

Executive Coaching Human Resources Magazine CEO 70

Harvard Business Review

OCTOBER 4, 2016

In his landmark 1985 book, Innovation and Entrepreneurship , famed author and educator Peter Drucker wrote about an entrepreneurial society and its impact on economic development. Drucker Forum 2016: The Entrepreneurial Society. Juan Díaz-Faes for HBR. “The theory sees change as normal and indeed as healthy.

Drucker 10

Drucker Entrepreneur Innovation Banking 10

Harvard Business Review

JUNE 23, 2016

But compliance with regulations isn’t only demanded of banks. Congress or the European Union can throw all the regulations they want at banking and other industries, but politicians and bureaucrats are no match for today’s cognitive technologies. Now, however, thirty-plus years later, another one is presenting itself.

Compliance 9

Compliance Drucker Banking Cost 9

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?”. But, as Drucker also said, “unless commitment is made, there are only promises and hopes, but no plans.” But vision is not enough.

Management 11

Management Drucker Technology Information Technology 11

CO2

JANUARY 2, 2011

They also go down the road to explain free to not free enterprises like Skype. The Empathy Map by XPLANE Design : How to build a business model around customer insights. Pulse Meme Feed What Is Your Brand Against?

Business Model 141

Business Model Executive Coaching Execution Blog 141

Harvard Business Review

JUNE 19, 2017

Drucker Forum 2017: Growth and Inclusive Prosperity. This article is one in a series related to the 9th Global Peter Drucker Forum, taking place in November 2017 in Vienna, Austria. Banks protested that PayPal was an unregulated bank; banks, of course, are regulated by the federal government and states.

Company 8

Company Hotels Business Model Drucker 8

Harvard Business Review

JULY 31, 2015

What Did Peter Drucker Really Say? Peter Drucker is often quoted as coming up with the managerial bromide, “What gets measured gets managed.” Drucker did say, “Work implies not only that somebody is supposed to do the job, but also accountability.” How many reports did the analysts issue?

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

APRIL 7, 2016

I’ve always loved the contrast between Moore’s Law – Gordon Moore’s pronouncement that silicon chips’ power would double every 18 months – and Peter Drucker’s much more sober statement about the art of managing people: “We are not going to breed a new race of supermen.

Technology 8

Technology Management Drucker Gordon 8

Harvard Business Review

MARCH 25, 2016

Drucker Forum 2016: The Entrepreneurial Society. This post is one in a series of perspectives by presenters and participants in the 8th Global Drucker Forum. Peter Drucker called this a turning point in human history. Drucker observed long ago that each social problem is a business opportunity in disguise.

Drucker 8

Drucker Long-term Short-term Christensen 8

Harvard Business Review

OCTOBER 19, 2015

Talk to people in such professional service industries as private banking, auditing, consulting, even engineering, and you begin to hear concerns about the commoditization of professional knowledge. Drucker Forum 2015: Managing in the Digital Age. The theme: Claiming Our Humanity — Managing in the Digital Age.

Drucker 8

Drucker Core Competence Engineering Sample 8

Harvard Business Review

JANUARY 29, 2018

Leadership pioneer Peter Drucker said, “You cannot manage other people unless you manage yourself first.” ” In a recent article , we shared how one CEO greatly enhanced the engagement and performance of the teams of the bank he leads, by becoming more self-aware. Be self-aware.

Self-aware 15

Self-aware Management McKinsey Armstrong 15

Harvard Business Review

OCTOBER 21, 2013

Some 15 years ago my colleague Sumantra Ghoshal and I wrote business cases on three companies that were then leaders in their sectors: BP, Royal Bank of Scotland, and Nokia. Indeed, in a conference next month – the Global Drucker Forum, in the wonderful city of Vienna – I’ll be participating in a bigger conversation.

Drucker 8

Drucker Diversity Pharmaceuticals Uncertainty 8

Harvard Business Review

SEPTEMBER 28, 2015

By contrast, Germany’s Deutsche Bank, which has suffered from years of poor performance, has had three CEOs in the last five years, none of whom has done much to improve performance despite their glittering CVs in the sector. perform better than CEOs whose softer skills such as team building or listening dominate.

Stage-Gate 8

Stage-Gate Kaplan Competitive Advantage Intangible Assets 8

Harvard Business Review

AUGUST 10, 2015

If you can build that kind of system as an enterprise, there is no reason to break the bank recruiting superstars or otherwise allow the top percentiles of your talent to walk away with “winner takes all” rewards. Like ATMs in banks, they gave their originators a fleeting advantage but quickly resolved into a new normal.

Competitive Advantage 8

Competitive Advantage Storytelling Airlines Human Resources 8

Harvard Business Review

NOVEMBER 6, 2014

To begin with, quite a few parts of it are heavily concentrated at a global level (the credit ratings business, for example, or global investment banking), and many more at the national level (just six financial institutions account for 46% of all U.S. banking assets and as such are “too big to fail”). See the rest of the series here.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

NOVEMBER 6, 2014

To begin with, quite a few parts of it are heavily concentrated at a global level (the credit ratings business, for example, or global investment banking), and many more at the national level (just six financial institutions account for 46% of all U.S. banking assets and as such are “too big to fail”). See the rest of the series here.

Management 8

Management Crisis Porter Credit Rating 8

Harvard Business Review

AUGUST 5, 2015

Nearly 800 young people have already studied there, and the goal is to develop 6,000 leaders over the next five decades – people screened for their perserverance, courage, passion and ethics, who will, it’s hoped, go on to transform Africa as country presidents, central bank governors, or CEOs of major corporations.

GDP 8

GDP Porter Education Globalization 8

First Friday Book Synopsis

JUNE 12, 2016

Many of you attended or have listened to the synopsis I gave on Superforecasting: The Art and Science of Prediction by Philip Tetlock and Dan Gardner (Crown Books, 2016) at the First Friday Book Synopsis.

Open-book 70

Open-book Participative Follow-up Books 70

Harvard Business Review

MAY 31, 2018

We hear similar ideas in Peter Drucker’s bestseller, The Age of Discontinuity , where he argues that all sectors of society are “affected with the public interest” but must operate in symbiosis, like an orchestra—each playing its own part in collaboration with other institutions.

Company 10

Company Decentralization Long-term Operations 10

Harvard Business Review

DECEMBER 22, 2016

Yet we know the actual realized gains (ARG) from stock-based pay that the company’s CEO takes home, puts in the bank, and on which he or she is obligated to pay income taxes. The actual money-in-the-bank total ARG compensation of its CEO John C. Martin was, however, $193 million in 2014 and $232 million in 2015.

CEO 8

CEO Black-Scholes Price Merton 8

Harvard Business Review

JULY 20, 2015

Observe some managers as I did for the recent book (from a head nurse to a corporate CEO, in settings from a bank to a refugee camp), and you will likely see pretty much all of this. This post is one in a series of perspectives by presenters and participants in the 7th Global Drucker Forum , taking place November 5-6, 2015 in Vienna.

Management 8

Management Technology Information Technology Drucker 8

First Friday Book Synopsis

FEBRUARY 25, 2013

Achim Nowak is an internationally recognized authority on executive presence and interpersonal connections. His just-published book Infectious: How to Connect Deeply and Unleash the Energetic Leader Within (Allworth Press) has already received acclaim in Fast Company, Entrepreneur, Leadership Excellence, and Forbes.

Entrepreneur 75

Entrepreneur Power Books Execution 75

First Friday Book Synopsis

JANUARY 11, 2013

Pittinsky is Professor of Technology and Society at SUNY Stony Brook and a senior lecturer at the Harvard Graduate School of Business. He was previously Associate Professor of Public Policy at the Harvard Kennedy School, where he served as Research Director for Harvard’s Center for Public Leadership. In 2001, he launched the Allophilia [.].

Policies 75

Policies Technology Leadership Banking 75

First Friday Book Synopsis

JULY 11, 2012

Don Thompson is an economist and professor of marketing at the Schulich School of Business at York University in Toronto. He has taught at Harvard Business School and the London School of Economics. He is author of nine books, including The $12 Million Stuffed Shark: The Curious Economics of Contemporary Art, which details his explorations [.].

Marketing 75

Marketing Books Welch Banking 75

Harvard Business Review

OCTOBER 22, 2013

The big banks had well-intentioned formal processes for risk management, but no one was really, genuinely accountable for the risks they took. This post is part of a series of perspectives leading up to the fifth annual Global Drucker Forum in November 2013 in Vienna, Austria. And it is a general tendency.

Bureaucracy 8

Bureaucracy Chief Financial Officer Delegation Globalization 8

Harvard Business Review

NOVEMBER 4, 2014

Ask just about any anyone to draw a picture of their organization — be it a Catholic priest, a Google software engineer, a nurse in Britain’s National Health Service, a guard in Shanghai’s Hongkou Detention Center, or an account executive at Barclays Bank — and you’ll get the familiar rendering of lines-and-boxes.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 4, 2014

Ask just about any anyone to draw a picture of their organization — be it a Catholic priest, a Google software engineer, a nurse in Britain’s National Health Service, a guard in Shanghai’s Hongkou Detention Center, or an account executive at Barclays Bank — and you’ll get the familiar rendering of lines-and-boxes.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

APRIL 16, 2018

Peter Drucker wrote that Sloan was “the first to work out how to systematically organize a big company. In the spring of 1920 the company had to go to the banks and get an $80 million loan (about a billion dollars in 2018) to finance operations.

Transportation 8

Transportation Automotive Brand Engineering 8