Harvard Business Review

NOVEMBER 5, 2014

For decades, the success of a business depended on three key pillars: Innovative Ideas + Cheaper/Faster/Better Execution + Powerful Leadership. Ideas were critical, but execution was the source of competitive advantage even during the internet era for companies such as Toyota, GE, and Dell. The Leadership Trap.

Competitive Advantage 8

Competitive Advantage Attrition Uncertainty Bottom-up 8

Harvard Business Review

NOVEMBER 5, 2014

For decades, the success of a business depended on three key pillars: Innovative Ideas + Cheaper/Faster/Better Execution + Powerful Leadership. Ideas were critical, but execution was the source of competitive advantage even during the internet era for companies such as Toyota, GE, and Dell. 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

AUGUST 26, 2013

Ballmer, whose skills were in many ways complementary to Gates'', took the helm of an already massive organization as it entered an era of relentless disruptive innovation by competitors. The debate has focused almost entirely on the leadership of innovation. We have known for a long time that innovation is the name of the game now.

Core Competence 10

Core Competence Innovation Christensen Disruptive Innovation 10

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). As a result, customers’ expectations are raised.

Bureaucracy 8

Bureaucracy Management Drucker Waterman 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 11

Strategy Company Strategic Planning Tactics 11

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

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

Jesse Lyn Stoner Blog

MARCH 4, 2013

The Workplace Environment: Culture, Change, Innovation, and Empowerment. Taking Risks is Necessary, But Costs of Failure Should Still be Managed discusses how to maximize innovation and improvement while minimizing the impact of failure. Nick McCormick of The Joe and Wanda on Management Blo g asks Are You a Manager or a Host?

Leadership Development 205

Leadership Development Development Leadership 360-Degree Feedback 205

Strategy Driven

MARCH 7, 2014

Professional innovation. Business Hall of Fame that I met Peter Drucker. EVALUATE how StrategyDriven gives you a competitive advantage. These are the ingredients that make a legend: Significant business contributions. Mature confidence and informed judgment. Courage and leadership. High performance standards.

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