Harvard Business Review

APRIL 16, 2018

Sloan’s book My Years with General Motors , written half a century ago, is still a readable business classic. Peter Drucker wrote that Sloan was “the first to work out how to systematically organize a big company. What Does GM Have to Do with Tesla and Elon Musk?

Transportation 8

Transportation Automotive Brand Engineering 8

LDRLB

FEBRUARY 24, 2014

We offer one degree and one degree only: the master’s of business administration, the MBA. We incorporate Peter Drucker, who was my professor when I got my doctorate and a good friend afterward for many, many years until he passed away some years ago. Drucker really mentioned what to do, but he rarely taught us how to do it.

Drucker 74

Drucker Class Armstrong Books 74

Strategy Driven

OCTOBER 21, 2011

The book is divided into two parts – text and cases – to provide professors with maximum flexibility in organizing their courses. As the late business guru Peter Drucker said: The sole purpose of business is to serve customers. The thirty-five cases can be used in conjunction with the text, or independently.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

Harvard Business Review

NOVEMBER 4, 2014

By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Most of us grew up in and around organizations that fit a common template. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 4, 2014

By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Most of us grew up in and around organizations that fit a common template. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 15, 2013

This is a big dream worthy of our attention, and Alibaba has won the world’s admiration as an exciting and viable organization. To quote Peter Drucker, “The purpose of an organization is to make ordinary people do extraordinary things.” For those operating in China, this is, indeed, a quandary.

Entrepreneur 8

Entrepreneur Proposal Stage-Gate Disruptive Innovation 8

Harvard Business Review

MARCH 28, 2014

So it shouldn’t be surprising when a new business model, such as ridesharing, disrupts existing systems and causes friction between entrepreneurs and local government officials, right? It still operates today. Elinor Ostrom (44 years before her Nobel Prize) observed public entrepreneurs inventing new models in the 1960s.

Entrepreneur 9

Entrepreneur Osgood Storytelling Osborne 9

Harvard Business Review

APRIL 29, 2013

The same diminished economic frictions, along with new business models, organizational structures and enabling technologies, have accelerated the appearance of new, unanticipated competitors with new value propositions or the old value propositions presented faster, better and/or cheaper. Barriers to entry have been destroyed.

CIO 8

CIO CEO Outsourcing Agility 8

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).

CIO 8

CIO ROI Agility Information Technology 8