The Practical Leader

JANUARY 8, 2019

Seers, prophets, and fortune-tellers of all sorts have responded to — and preyed upon — the primal desire we have to reduce the uncertainty of what lies ahead. We see how Peter Drucker’s thought leadership continues to guide leaders and organizations.

Project 67

Project Letter Trends Wilde 67

Women in the LEAD

JANUARY 5, 2011

"Leadership is a matter of how to be , not how to do it." Drucker Fdtn) and recipient of the Presidential Medal of Freedom, the highest civilian honor in the United States of America. I've always loved this important piece of WISDOM from Frances Hesselbein's bestselling book, Hesselbein on Leadership. See SAVE THE DATE below.

How To 40

How To Leadership Drucker Globalization 40

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

Business Model 141

Business Model Executive Coaching Execution Blog 141

Harvard Business Review

SEPTEMBER 28, 2016

If we are to thrive and harness the enormous potential of the Big Shift, we will all need to mobilize to create the entrepreneurial society, as Peter Drucker anticipated many decades ago. Drucker Forum 2016: The Entrepreneurial Society. But risk also increases because of accelerating change and increasing uncertainty.

Definition 8

Definition Drucker Entrepreneur Uncertainty 8

Harvard Business Review

OCTOBER 21, 2013

It seems to me that this emphasis on authenticity is an important counterbalance to earlier assumptions that people gained leadership powers by dint of titles or positions in hierarchies. So yes, be authentic – but don’t break the mold so completely that others need to spend energy figuring out how to engage with your leadership.

Drucker 8

Drucker Diversity Pharmaceuticals Uncertainty 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. The Leadership Trap. Change management Leadership'

Competitive Advantage 8

Competitive Advantage Attrition Uncertainty Bottom-up 8

Harvard Business Review

MAY 15, 2013

As Peter Drucker often contended, management is neither an art nor a science, but a practice with aspects of each. This, by the way, explains the enduring appeal of Peter Drucker''s writings to practicing managers. Leadership development Managing people Managing uncertainty'

Management 8

Management Drucker Maturity Participative 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. The Leadership Trap. Change management Leadership'

Competitive Advantage 8

Competitive Advantage Attrition Uncertainty Bottom-up 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. Managing engagement requires new leadership skills. New leadership skills are required. The first step in claiming our humanity is creating workplaces that optimize human engagement. Focus on a higher purpose.

Management 8

Management Globalization Drucker Uncertainty 8

Leading Blog

JUNE 19, 2018

Given that most tasks that require our attention involve uncertainty, it is inevitable that we will sometimes make the wrong choice…. In the foreword written by Peter Drucker, he writes: “Leadership must be learned and can be learned—and this, of course, is what this book was written for and should be used for.”

Beckhard 195

Beckhard Learning-by-Doing Open-book Drucker 195

Harvard Business Review

JANUARY 13, 2014

Peter Drucker famously said that the point of a business was to create a customer. As Clayton Christensen likes to note , the primary job of leadership today is to “source, assemble, and ship numbers.” Innovation Leadership Strategy' No, it’s to maximize shareholder value. And short-term numbers at that.

Levitt 10

Levitt Christensen Competitive Advantage Welch 10

Harvard Business Review

OCTOBER 2, 2012

This vignette raises a key leadership question: Why do leaders wait too long to modify or abandon their business models? Peter Drucker reportedly once said that the biggest curse for any business was twenty years of success. The most dangerous trap that any manager can fall into is complacency.

Business Model 15

Business Model Incubator Supply Chain Welch 15

Harvard Business Review

JUNE 4, 2013

They constitute a coherent constellation of leadership and management practices. This post is part of a series of perspectives leading up to the fifth annual Global Drucker Forum in November 2013 in Vienna, Austria. Decision making Managing uncertainty Military'

Management 8

Management Bureaucracy Self-aware Agility 8

Harvard Business Review

OCTOBER 2, 2012

This vignette raises a key leadership question: Why do leaders wait too long to modify or abandon their business models? Peter Drucker reportedly once said that the biggest curse for any business was twenty years of success. The most dangerous trap that any manager can fall into is complacency.

Business Model 8

Business Model Incubator Supply Chain Welch 8

Harvard Business Review

MAY 7, 2014

As Peter Drucker famously said: “There is nothing quite so useless as doing efficiently that which should not be done at all.” Strategic leadership is not a math problem or a thought experiment. Leadership Strategic planning Strategy' The problem is that productivity is strategically agnostic.

Strategic Planning 12

Strategic Planning Planning Porter Project 12

Harvard Business Review

NOVEMBER 27, 2015

Uncertainty is traumatic, and our quest for meaning leads to the creation of tautological and closed systems that we then fight to preserve. As Peter Drucker noted, “If you want something new, you have to stop doing something old.” Ineffective leadership: Innovation is ultimately about leadership.

Creativity 8

Creativity Team Kaizen Innovation 8