Marshall Goldsmith

FEBRUARY 8, 2018

Frances Hesselbein – Former CEO, Girl Scouts of America and Peter Drucker Foundation. a holding company that operates seven distinct business. Operations Group Baring Private Equity. Darek Lenart – Senior VP HR, Finance MasterCard. Keith Ferrazzi – Addresses behaviors that block the achievement of strategic goals.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

N2Growth Blog

AUGUST 12, 2010

You deserve input – but that done not mean that 100% agreement is the goal. Consensus isn’t the goal. It reminds me of Drucker’s first rule of decision making: one does not make a decision unless there is disagreement. I particularly liked: "Consensus isn't the goal. Good input is.

Consensus 388

Consensus Team Building Blog Team 388

Harvard Business Review

MAY 31, 2018

. “To prosper over time,” he argued, “companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.” Through a well-structured operating process, partners expand and align their efforts and draw on comparative strengths.

Company 9

Company Decentralization Long-term Operations 9

Harvard Business Review

APRIL 16, 2018

Peter Drucker wrote that Sloan was “the first to work out how to systematically organize a big company. Each of these GM divisions focused on its own day-to-day operations with each division general manager responsible for the division’s profit and loss. He had each of the divisions start systematic strategic planning.

Transportation 8

Transportation Automotive Brand Engineering 8

Harvard Business Review

MAY 2, 2011

His goal is to foster change, opening up often-denied paths to young girls by providing them education. Make sure the metrics reinforce the goals. When you're trying to push for an intangible goal (e.g. It's easy to get caught up in satisfying the metrics and lose sight of the underlying goal. Simply providing tools (e.g.

Metrics 12

Metrics Education Software Tools 12

Harvard Business Review

OCTOBER 31, 2013

Peter Drucker. At least in Silicon Valley, management is becoming just another operating function, like payroll and finance and sales, all serving to facilitate the work of the technically and creatively skilled who do the heavy lifting. That’s bad: in the world we all operate in, speed is everything.

Management 8

Management Drucker Creativity Finance 8