CO2

JANUARY 2, 2011

It is useful to distinction between three motivations for creating partnerships: Optimization and economy of scale, Reduction of risk and uncertainty, Acquisition of particular resources and activities) Cost Structure – The business model elements result in the cost structure. (It Pulse Meme Feed What Is Your Brand Against?

Business Model 141

Business Model Executive Coaching Execution Blog 141

Harvard Business Review

OCTOBER 19, 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. ” Increasingly, expertise is losing the respect that for years had earned it premiums in any market where uncertainty was present and complex knowledge valued.

Drucker 8

Drucker Core Competence Engineering Sample 8

Harvard Business Review

AUGUST 5, 2015

In my research on innovators, I like to draw the distinction between “path finders” and “path creators.” He is the originator of the “social streets” movement now spreading across Italy, so the innovation he created literally involves a path: the street in which he and his family live in Bologna.

Drucker 8

Drucker Technology Innovation Uncertainty 8

Harvard Business Review

NOVEMBER 27, 2015

Where they fail, however, is at turning those ideas into actual innovations. Indeed, few creative ideas ever become innovative products or services. And yet too many managers see a lack of innovation in their companies and lament their teams’ “lack of creativity.” HBR Must Reads on Innovation.

Creativity 8

Creativity Team Kaizen Innovation 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. As a result, the winning formula has become: Innovative Ideas + Delivering Unique Experiences + Enabling Leadership. Why do companies that lose their relevance find it so tough to recover?

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. As a result, the winning formula has become: Innovative Ideas + Delivering Unique Experiences + Enabling Leadership. Why do companies that lose their relevance find it so tough to recover?

Competitive Advantage 8

Competitive Advantage Attrition Uncertainty Bottom-up 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 8

Levitt Christensen Competitive Advantage Welch 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. In times of uncertainty, engaging leaders use higher purpose to keep people focused on their ability to shape the future of the organization. Creating these workplaces starts with leading people differently.

Management 8

Management Globalization Drucker Uncertainty 8

Harvard Business Review

MAY 30, 2014

When Richard Straub, President of the Peter Drucker Society of Europe, recently declared so , it got me thinking by analogy about how one might come to pass. The effect of this has been the widespread disengagement of people from work, and the apparent inability of large, successful organizations to innovate.

Management 8

Management Drucker Resistance Knowledge Management 8

Harvard Business Review

OCTOBER 2, 2012

Still the agency drags on with its year-old push to end Saturday delivery , the most powerful innovation they can muster — which to be implemented would still take 2 years. Intuit had many failures as part of their innovation process. Yet leaders of both companies persevered despite these headwinds, setbacks, and challenges.

Business Model 15

Business Model Incubator Supply Chain Welch 15

Harvard Business Review

OCTOBER 2, 2013

We must pay attention to the innovation bubbling up in our own organizations, and work to spread it further – not try to transplant what has grown up elsewhere, in very different contexts. This post is part of a series of perspectives leading up to the fifth annual Global Drucker Forum in November 2013 in Vienna, Austria.

Engineering 8

Engineering Succession Mauborgne Critical Success Factor 8

Harvard Business Review

JUNE 4, 2013

Continuous innovation is now a requirement for survival. A focus on shareholder returns drives efficiency gains, but to get innovation and long-term success, an organization must delight its customers. This post is part of a series of perspectives leading up to the fifth annual Global Drucker Forum in November 2013 in Vienna, Austria.

Management 8

Management Bureaucracy Self-aware Agility 8

Harvard Business Review

OCTOBER 2, 2012

Still the agency drags on with its year-old push to end Saturday delivery , the most powerful innovation they can muster — which to be implemented would still take 2 years. Intuit had many failures as part of their innovation process. Yet leaders of both companies persevered despite these headwinds, setbacks, and challenges.

Business Model 8

Business Model Incubator Supply Chain Welch 8