Harvard Business Review

JULY 1, 2016

Countries that operate under common law, including the United States and the United Kingdom, lean in this direction. Countries that operate under civil law, including France, Germany, and Japan, tend to be in this camp. Properly understood, maximizing shareholder value means allocating resources so as to maximize long-term cash flow.

Short-term 9

Short-term Long-term Objective Incentives 9

Harvard Business Review

SEPTEMBER 30, 2014

Fulfilling technology’s potential will require leaders to recreate the way their institutions operate in a world of digital ubiquity. Or as Richard Straub of the Peter Drucker Society of Europe puts the question , “are managers equipped – in terms of skills, competencies and courage – to lead us toward the Great Transformation?”.

Management 11

Management Drucker Technology Information Technology 11

Harvard Business Review

JULY 8, 2016

Drucker Forum 2016: The Entrepreneurial Society. This post is one in a series of perspectives by presenters and participants in the 8th Global Drucker Forum. They consistently characterized their peers as too short-term oriented to create truly disruptive change, and the country’s cumbersome state-owned enterprises as too slow.

Business Model 9

Business Model Innovation Company Apparel 9

Harvard Business Review

JULY 30, 2014

Organizations still emphasize exploitation of existing advantages , driving a short-term orientation that many bemoan. By the early 1900’s, the term “management” was in wide use, and Adam Smith’s ideas came into their own. This was the rise of what Drucker famously dubbed “knowledge work.” Townes, and Henry L.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

APRIL 7, 2015

These types of cuts are applauded as canny, even heroic, by stock markets — despite their damage to the longer-term value-creating capacity of the enterprise. Even worse, they downgrade the human being to a mere resource, no more privileged than others in the design of systems to produce short-term gains for shareholders.

Management 8

Management Drucker EPS Short-term 8

Harvard Business Review

MAY 15, 2014

Hayes and Abernathy laid the blame instead at management’s doorstep – citing in particular the short-termism that had infected the managerial community and caused them to underinvest in long-term innovation projects. Looking around, they saw pundits blaming economic macro forces for America’s decline relative to Japan. We can manage.

Management 9

Management Drucker Short-term Technology 9

Harvard Business Review

JUNE 19, 2017

Drucker Forum 2017: Growth and Inclusive Prosperity. This article is one in a series related to the 9th Global Peter Drucker Forum, taking place in November 2017 in Vienna, Austria. (Existing companies also use network effects of monopolies and duopolies, distribution channel kickbacks, etc., to stifle competition.).

Company 8

Company Hotels Business Model Drucker 8

Chart Your Course

JUNE 30, 2016

Ineffective companies operate only from the other two layers. The eight steps are: 1) Create Urgency, 2) Form a Powerful Coalition, 3) Create a Vision for Change, 4) Communicate the Vision, 5) Remove Obstacles, 6) Create Short-term Wins, 7) Build on the Change. Drucker passed away in 2005. By Daniel H. By Peter F.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

LDRLB

FEBRUARY 24, 2014

We incorporate Peter Drucker, who was my professor when I got my doctorate and a good friend afterward for many, many years until he passed away some years ago. DAVID: I absolutely love … I should add you’re the author of this new book “The Practical Drucker.” He was very practical.

Drucker 74

Drucker Class Armstrong Books 74

Harvard Business Review

JANUARY 13, 2014

Peter Drucker famously said that the point of a business was to create a customer. And short-term numbers at that. As it notes, “When we operate according to these principles, the stockholders should realize a fair return.”. Posing that question continues to be a powerful way to catalyze important strategic conversations.

Levitt 10

Levitt Christensen Competitive Advantage Welch 10

Harvard Business Review

NOVEMBER 4, 2014

This is the recipe for “bureaucracy,” the 150-year old mashup of military command structures and industrial engineering that constitutes the operating system for virtually every large-scale organization on the planet. This post is part of a series leading up to the 2014 Global Drucker Forum , taking place November 13-14 in Vienna, Austria.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

NOVEMBER 4, 2014

This is the recipe for “bureaucracy,” the 150-year old mashup of military command structures and industrial engineering that constitutes the operating system for virtually every large-scale organization on the planet. This post is part of a series leading up to the 2014 Global Drucker Forum , taking place November 13-14 in Vienna, Austria.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

MAY 6, 2013

Here, the shareholder value philosophy, which determines so much of how our corporations operate these days, is the perfect example. Of course we know that constantly dialing down expenses and investments to boost short-term margins inevitably damages the long-term health of the company.

Management 8

Management Short-term System Uncertainty 8

Harvard Business Review

MARCH 20, 2017

It constantly plows capital into its long-term operations — often at the expense of short-term financial results. Lafley and Roger Martin coined the term cumulative advantage to describe the distinct strategic benefit of not changing. “And skills, by definition, change very slowly.”

Short-term 9

Short-term Drucker Resistance Restructuring 9

N2Growth Blog

SEPTEMBER 19, 2010

The greatest leaders throughout history have been nothing short of relentless in their pursuit of knowledge. It includes books by Peter Drucker, Charles Handy, Charles Koch, Jack Welch, and Bob Sutton. How can you possibly be expected to grow an organization if you’re not growing yourself?

Blog 419

Blog Open-book Library Learning-by-Doing 419

Harvard Business Review

SEPTEMBER 10, 2014

As more firms became multinationals, fewer showed loyalty to particular communities or any hesitation to migrate their operations to wherever costs were lowest. Employees were viewed more as fungible inputs to operations, and customers viewed more as targets within more and less lucrative segments.

Supply Chain 11

Supply Chain Bureaucracy Short-term Agility 11