Harvard Business Review

NOVEMBER 6, 2014

But what many economists generally gloss over is a notion that I will argue is highly complementary to market failures: management failures. Businesses and management experts, in contrast, tend take the opposite position. This is a reminder that serious students of market performance take market failures seriously.

Management 8

Management Crisis Porter Credit Rating 8

Strategy Driven

OCTOBER 21, 2011

Forced to do more with much less, the small businesses that have managed to survive and even thrive during these tough times have recognized one important factor: You can’t always compete on price, but you can compete on service. As the late business guru Peter Drucker said: The sole purpose of business is to serve customers.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

Harvard Business Review

JULY 31, 2015

In my work in competitive intelligence I have met many managers and executives who made major decisions involving billions of dollars of commitments with only scant attention to the likely reaction of competitors, the effect of potential disruptors, new approaches offered by startups and the impact of long-term industry trends.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

SEPTEMBER 30, 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. These include administrative or middle management functions, which have historically provided jobs for the middle class. What are the organization’s goals?

Maturity 8

Maturity Drucker Osborne Middle Management 8

Harvard Business Review

NOVEMBER 1, 2016

For instance, midlevel managers may primarily affect their teams, but C-suite leaders can be expected to influence the majority of the organization. Second, as a 20-year review from 1993 to 2012 showed, CEOs’ judgment affects key strategic and managerial processes , such as staffing, financing, and marketing decisions.

CEO 8

CEO Drucker Peer Review Reputation 8

Harvard Business Review

OCTOBER 4, 2013

Inter-domain complexity challenges us whenever a hospital patient has co-morbidities (heart and liver problems for example), or a business problem spans marketing and finance, or a political problem bridges foreign relations and domestic economics. Among them will be a common sense that complexity is dropping, not rising.

Finance 8

Finance Education Drucker Marketing 8

Harvard Business Review

JULY 9, 2015

“Until we can manage time,” Peter Drucker declared in The Effective Executive , “we can manage nothing else.” In an era of Outlook, Google and iWatches, who doesn’t (digitally) manage their calendars and review schedules? No, there’s nothing novel about time management.

Self-aware 8

Self-aware Review Drucker Comparison 8

Harvard Business Review

MAY 31, 2018

In 2016, socially responsible investing made up more than one out of every four invested dollars under professional management. ” When we talk with corporate executives around the country, they almost always ask the same question: Can managers and CEOs really accomplish their business goals while also advancing society’s goals?

Company 10

Company Decentralization Long-term Operations 10

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 11

Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

APRIL 16, 2018

Sloan Foundation , the Sloan School of Management at MIT , the Sloan program at Stanford , and the Sloan/Kettering Memorial Cancer Center in New York. Peter Drucker wrote that Sloan was “the first to work out how to systematically organize a big company. .” There’s the Alfred P.

Transportation 8

Transportation Automotive Brand Engineering 8

Harvard Business Review

OCTOBER 4, 2011

Peter Drucker was writing about it nearly 50 years ago, and over the last decade it has come back in vogue. One of my weaker areas of leadership has always been finance. It's why I still take an occasional finance course. The importance of strengths is hardly a new idea. How do you get better at what you're already good at?

Finance 14

Finance Class Drucker Report 14

Harvard Business Review

MAY 2, 2011

Any manager who has ever tried to shift organizational behaviors by rolling out a new piece of software knows this well. To modify the Peter Drucker quote, "Culture eats tools for breakfast" — if you don't understand the culture you're operating in, creating change will be an uphill battle.

Metrics 13

Metrics Education Software Tools 13

N2Growth Blog

SEPTEMBER 19, 2010

It includes books by Peter Drucker, Charles Handy, Charles Koch, Jack Welch, and Bob Sutton. I've found that they teach different lessons when you hold them up against the background of your new experiences. Here's a link to a recent "re-reading" list. link] mikemyatt Thanks for sharing your reading list Wally.

Blog 419

Blog Open-book Library Learning-by-Doing 419

Strategy Driven

MARCH 30, 2011

Pricing Strategy : Setting Price Levels, Managing Price Discounts and Establishing Price Structures by Tim J. The book draws the best thinking from numerous disciplines, including marketing, economics, and finance, to deliver a comprehensive presentation that comes alive through numerous case studies, memorable examples, and graphs.

Price 50

Price Strategy Discount Levitt 50