CO2

JANUARY 4, 2011

At the time our mission statement was, “ Anything for a buck, as long as it is legal and ethical. &# So we were paid to take a newsletter promotion Sid was doing for his business, we was a gifted writer (and a student of great copy writers), and attach a penny to each of the 18,000 newsletters. Technology and its role in travel 2.0

Execution 88

Execution Blog Executive Coaching USP 88

Harvard Business Review

JULY 5, 2016

Writing for the Harvard Business Review in 1988, Peter Drucker predicted that in 20 years the average organization would have slashed the number of management layers by half and shrunk its managerial ranks by two-thirds. Between 1983 and 2014, the number of managers, supervisors and support staff in the U.S.

Bureaucracy 8

Bureaucracy Organization Health Care Drucker 8

Harvard Business Review

JANUARY 28, 2011

So just how closely should management monitor their employees' minds? Savvy managers are always sensitive to what might be going wrong as what should be getting better. Effective executives, as Peter Drucker noted, want to get ahead of potential problems. Get ready to manage them. Those risks are growing.

Venture Capitalist 14

Venture Capitalist Ethics Human Capital Drucker 14

LDRLB

MARCH 10, 2014

What is it that makes this process of jumping from individual contributor to first-time leader so difficult? The first way is leading … managing is different than doing to start with. If you want to inspire and enable them, then you can get them to do more, so idea one is leading is different than managing is different than doing.

Drucker 74

Drucker Books Learning-by-Doing Leadership 74

CO2

JUNE 29, 2010

And perhaps more importantly, anyone occupying a position of authority plays a followership role at times, as first-line supervisors report to mid-level managers, mid-level managers report to vice-presidents, vice-presidents report to CEOs, CEOs report to Boards of Directors, etc.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129

Harvard Business Review

JULY 15, 2015

He carries the intriguing title of Professor of the Philosophy and Ethics of information at the University of Oxford implying that the revolution is as much about issues of morality, identity and meaning as it is about technology. Doing things well is not the same as doing the right things, as Peter Drucker used to emphasise.

Drucker 8

Drucker Technology Efficiency Software 8

Harvard Business Review

NOVEMBER 13, 2012

Creating and Capitalizing on the Best New Management Thinking. Part of our initial response was to rank management gurus according to the measurable influence of their ideas; we were the first researchers to use scholarly methods to do so. For example, a British study showed the precise ways in which management gurus in the 1980s U.K.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

MAY 2, 2011

Any manager who has ever tried to shift organizational behaviors by rolling out a new piece of software knows this well. They must be supported by incentives, different processes, training, and often changes in how adjacent activities are carried out (as tools rarely sit in isolation).

Metrics 12

Metrics Education Software Tools 12

Strategy Driven

MARCH 7, 2014

Ethics and integrity. I remarked to Sonny that I often quoted his song “The Beat Goes On” as analogous to change management, and he was pleased. Business Hall of Fame that I met Peter Drucker. As an integrated process of life skills, career has its place. Mature confidence and informed judgment. Courage and leadership.

Balanced Scorecard 96

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 96

Harvard Business Review

JANUARY 8, 2014

As Peter Drucker put it, “culture eats strategy over breakfast” Just take a look at Southwest Airlines, the company which saw the greatest value expansion in the S&P 500 between 1971 and 2001. They can reverse-engineer your processes. That’s the standard process, and it remains intact today.

Emotional Intelligence 8

Emotional Intelligence GDP McKinsey Airlines 8