Harvard Business Review

AUGUST 10, 2015

But optimizing asset utilization isn’t enough to sustain a competitive advantage. Therefore, they cease to provide a competitive advantage. Like ATMs in banks, they gave their originators a fleeting advantage but quickly resolved into a new normal. For that, you will always need good people.

Competitive Advantage 8

Competitive Advantage Storytelling Airlines Human Resources 8

Marshall Goldsmith

OCTOBER 6, 2014

Several suggested that future leaders might need to spend time in multiple countries to better understand how multi-country trade could help their organizations achieve a competitive advantage. Peter Drucker has noted that knowledge workers are people who know more about what they are doing than their managers do.

Leadership 189

Leadership Globalization CEO Telecommunications 189

Harvard Business Review

NOVEMBER 2, 2016

In 1985, Peter Drucker made a hopeful case for an entrepreneurial society in which innovation and the creation of new businesses would more than compensate for job losses stemming from the retreat of manufacturing industries in the U.S. Drucker Forum 2016: The Entrepreneurial Society. and other developed economies. Since then, the U.S.

Competitive Advantage 8

Competitive Advantage Creativity Drucker Efficiency 8

Marshall Goldsmith

DECEMBER 19, 2011

Peter Drucker often talked about the importance of effectively leading knowledge workers - professionals who know more about what they are doing than their boss does. By enabling professionals to establish strong networks both inside and outside the company, organizations can gain a huge competitive advantage and the loyalty of their workers.

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

LDRLB

FEBRUARY 10, 2014

Just the other day I was having a conversation with a good friend of mine who’s in a doctorate in leadership program but yet he finds himself reading a lot of Peter Drucker etc., and he was talking about how Drucker was one of the first people that elevated management as a thing to strive for.

Competitive Advantage 121

Competitive Advantage Drucker Open-book Learning-by-Doing 121

Strategy Driven

NOVEMBER 22, 2013

If businesses exist, as the father of Business Management Peter Drucker proposed, “to create and keep a customer,” then success is defined by the relationships you establish with your customers. EVALUATE how StrategyDriven gives you a competitive advantage. FREE COPY of a StrategyDriven Expert Contributor book †.

Succession 57

Succession CRM Competitive Advantage Drucker 57

Marshall Goldsmith

MAY 19, 2013

In a talk to the Drucker Foundation Advisory Board in 1993, Peter Drucker said, “The leader of the past was a person who knew how to tell. Leaders who can ask, process information, and learn in a highly efficient manner will have a tremendous competitive advantage over their slower and less proactive competition.

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

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.” Portions of this article were excerpted from the 2nd edition of Connection Culture: The Competitive Advantage of Shared Identity, Empathy, and Understanding at Work.

Drucker 195

Drucker Competitive Advantage Hotels Follow-up 195

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

Harvard Business Review

SEPTEMBER 28, 2015

.” Value investors like Graham and Buffett believe that the sources of sustainable returns on capital are not a company’s human assets but their so-called “economic moats,” structural, durable competitive advantages around revenues or costs.

Stage-Gate 8

Stage-Gate Kaplan Competitive Advantage Intangible Assets 8

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

NOVEMBER 5, 2014

Ideas were critical, but execution was the source of competitive advantage even during the internet era for companies such as Toyota, GE, and Dell. But, with the digital era’s dawn, traditional sources of competitive advantage are fading — for three reasons. The Leadership Trap.

Competitive Advantage 8

Competitive Advantage Attrition Uncertainty Bottom-up 8

Harvard Business Review

NOVEMBER 5, 2014

Ideas were critical, but execution was the source of competitive advantage even during the internet era for companies such as Toyota, GE, and Dell. But, with the digital era’s dawn, traditional sources of competitive advantage are fading — for three reasons. The Leadership Trap.

Competitive Advantage 8

Competitive Advantage Attrition Uncertainty Bottom-up 8

LDRLB

MARCH 10, 2014

DAVID: I think that’s the great point and also, last podcast we were talking to William Cohen and he actually mentioned that a lot of times … he studied under Peter Drucker. Drucker’s right and you’re right. DAVID: I find that often if I’m in line with what Drucker said, I am right, so that works really well.

Drucker 74

Drucker Books Learning-by-Doing Leadership 74

Harvard Business Review

MAY 5, 2015

It includes Mary Parker Follett (1920s), Elton Mayo and Chester Barnard (1930s), Abraham Maslow (1940s), Douglas McGregor (1960s), Peter Drucker (1970s), Peters and Waterman (1980s), Katzenbach and Smith (1990s), and Gary Hamel (2000s). They require rethinking the fundamentals of management.

Bureaucracy 8

Bureaucracy Management Drucker Waterman 8

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. 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.

Drucker 8

Drucker Learning-by-Doing Competitive Advantage Human Capital 8

Harvard Business Review

DECEMBER 19, 2014

Strategy gurus constantly use analogies with battle plans for “competitive advantage” versus the enemy. As Peter Drucker emphasized, “The purpose of a business is to create a customer.” The word strategy comes from the ancient Greek for a “general” in a military campaign.

Strategy 12

Strategy Company Strategic Planning Tactics 12

Harvard Business Review

JULY 30, 2014

Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ). Organizations still emphasize exploitation of existing advantages , driving a short-term orientation that many bemoan. Operations Organizational culture'

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

AUGUST 26, 2013

Peter Drucker made the point in HBR''s pages 18 years ago, writing that "Core competencies are different for every organization. In the United States, there is a terrible anxiety about losing the innovative edge that has been our source of competitive advantage and can be our only salvation.

Core Competence 10

Core Competence Innovation Christensen Disruptive Innovation 10

Harvard Business Review

JANUARY 7, 2016

But following through on them is likely to become your personal competitive advantage, because so many people focus only on quick wins and abandon the rest. To successfully move to the next level, we need to ask ourselves: How can I ensure I’m more valuable at the end of the year than I was at the beginning ?

Planning 8

Planning Development Collins Competitive Advantage 8

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. For many organizations, the search for competitive advantage is focused on maximizing human performance — and the question of how to create and sustain a highly engaged workforce is taking on new meaning and urgency.

Management 8

Management Globalization Drucker Uncertainty 8

First Friday Book Synopsis

DECEMBER 20, 2012

Montgomery is the Timken Professor of Business Administration and immediate past chair of the Strategy Unit at Harvard Business School, where she’s been on the faculty for 20 years. ?One

Strategy 75

Strategy Management Competitive Advantage Porter 75

First Friday Book Synopsis

JULY 20, 2011

Deep Dive: The Proven Method for Building Strategy, Focusing Your Resources, and Taking Smart Action Rich Horwath Greenleaf Book Group Press (2009) Attitude and preparation determine altitude…and also depth There are business situations in which the goal is to ascend (e.g.

Greenleaf 80

Greenleaf Books Review Efficiency 80

Jesse Lyn Stoner Blog

MARCH 4, 2013

Chery Gegelman of Simply Understanding by Giana Consulting discusses the importance of organizational culture in The greatest opportunity for improvement and competitive advantage. Chris Young at Human Capital Strategies Blog shares 7 Business Lessons from Peter Drucker Every CEO Must Follow. Valuing Human Capital.

Leadership Development 205

Leadership Development Development Leadership 360-Degree Feedback 205

Strategy Driven

MARCH 7, 2014

Business Hall of Fame that I met Peter Drucker. EVALUATE how StrategyDriven gives you a competitive advantage. Her quote: “There are new ways to approach familiar experiences,” and I have applied that to corporate turnarounds. It was by being inducted into the U.S. We subsequently worked together, doing corporate retreats.

Balanced Scorecard 71

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 71

Harvard Business Review

APRIL 19, 2016

Having a contextually appropriate strategy may well be the true source of competitive advantage in the game of winning over the Indian consumer. As the world’s tech giants have discovered, in markets such as India — to adapt Peter Drucker’s dictum — context eats strategy for breakfast.

Price 8

Price Globalization Forrester Marketing 8