Michael Lee Stallard

FEBRUARY 6, 2023

back from decline decades earlier and transformed it into what Peter Drucker described as “the best-managed organization around.” She served leaders of not-for-profit organizations through the Frances Hesselbein Leadership Institute. She served military leaders and their families through her work at The U.S.

Drucker 195

Drucker Competitive Advantage Hotels Follow-up 195

Harvard Business Review

JANUARY 7, 2016

But professional development – improving yourself at work beyond meeting your specific performance goals – is too often left to the rote box-checking of annual performance reviews. Professional development takes three main forms: learning, connecting, and creating. Some of the investments will take time to show results.

Planning 8

Planning Development Collins Competitive Advantage 8

LDRLB

MARCH 10, 2014

People are doers and they’re doing things and then all of a sudden, they’re managing and they think that what they should do is just organize and coordinate and tell people to do what they used to do, and of course, that only gets you so far. Drucker’s right and you’re right. We just think a person was a great individual contributor.

Drucker 74

Drucker Books Learning-by-Doing Leadership 74

Harvard Business Review

JANUARY 25, 2012

In 2001, Peter Drucker wrote in The Economist that "businesspeople stand on the threshold of the knowledge society. In this society, a company's competitive advantage will come from an historically underdeveloped asset: the ability to capture and apply insights from diverse fields.". It's a compelling argument.

CEO 14

CEO Drucker Competitive Advantage Strategic Planning 14

Jesse Lyn Stoner Blog

MARCH 4, 2013

Welcome to the March 2013 Leadership Development Carnival! John Hunter of Curious Cat Management Improvement Blog points out that “the need in so many organizations to avoid failure means wise actions are avoided because there is a risk of failure.” Leadership Development – a Key Strategy in Change Management , by Jennifer V.

Leadership Development 205

Leadership Development Development Leadership 360-Degree Feedback 205

Harvard Business Review

JANUARY 13, 2014

Peter Drucker famously said that the point of a business was to create a customer. Worshipping at what Christensen calls the “church of finance” hollows out a company’s competitive advantage, as it loses the capacity to invest in innovation that drives the perpetual reinvention so necessary in today’s world of temporary competitive advantage.

Levitt 12

Levitt Christensen Competitive Advantage Welch 12

Harvard Business Review

OCTOBER 16, 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. In a time where the half-life of any skill is about five years , leaders bear a responsibility to renew their perspective in order to secure the relevance of their organizations.

Drucker 8

Drucker Learning-by-Doing Competitive Advantage Human Capital 8

Harvard Business Review

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. It isn’t the only deeply-held and rarely examined notion that affects how organizations are run. Along with the new means of production, organizations gained scale. Townes, and Henry L.

Six Sigma 9

Six Sigma Drucker P&L Short-term 9

Harvard Business Review

JUNE 17, 2015

” The theme of the 7 th Annual Global Drucker Forum is Claiming Our Humanity: Managing in the Digital Age. The question of how to motivate people in organizations has been of interest to scholars and practitioners since the time of Frederick Taylor. Creating these workplaces starts with leading people differently.

Management 8

Management Globalization Drucker Uncertainty 8

Strategy Driven

MARCH 7, 2014

Have you celebrated organizations that succeeded? Any company or organization is like a tree. Business development. Business Hall of Fame that I met Peter Drucker. At the banquet, the swell of pride from the winning organizations was heartening to see. Are you a legend? Do you admire people who went the distance?

Balanced Scorecard 69

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 69