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.
Harvard Business Review
JUNE 25, 2013
Throughout his life, Peter Drucker strived to understand the increasing complexity of business and society and, most importantly, the implications for how we can continue to create and deliver value in the face of complexity. I have long been influenced by Drucker''s work.
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Harvard Business Review
NOVEMBER 6, 2013
In 1981, Peter Drucker delivered a lecture at New York University titled “ Managing the Increasing Complexity of Large Organizations.” But, as was his wont, Drucker didn’t just provide answers. This “may be the most important question,” Drucker advised. How do you organize your entrepreneurial within the managerial?” “How
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 Technology and its role in travel 2.0
Harvard Business Review
SEPTEMBER 28, 2016
But the very model of organizing a business is becoming increasingly challenged by what I call the Big Shift — long-term forces, such as the rise of digital technology infrastructures, that are reshaping the global business landscape. Drucker Forum 2016: The Entrepreneurial Society. And most of us became employees.
Harvard Business Review
AUGUST 5, 2015
Innovation, for them, is a form of disobedience; they revel in the uncertainty and unpredictability of creating solutions that are sui generis. As early as the 1960s, Peter Drucker told managers that the thorniest problems they faced in applying technology were not of a technical nature, but human ones. This remains true.
Harvard Business Review
NOVEMBER 5, 2014
Digital-first companies, such as Amazon, Facebook, Google, and Twitter, are amassing market share and capitalization, but only a few brick-and-mortar corporations (think Apple, Nissan, and HCL Technologies) have been able to change fast enough to catch up with their rivals. Being illogical can sometimes be a way of achieving the impossible.
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