CO2

NOVEMBER 30, 2023

“The leader of the future will be a person who knows how to ask questions,” wrote management guru Peter Drucker. But “ just ask” leadership , centered on questioning, inspires greater accountability, surfaces innovative ideas, resolves conflicts, and motivates employees to higher levels of performance.

Power 78

Power Drucker Self-aware Ethics 78

Harvard Business Review

MARCH 16, 2018

Currently gaining force is a movement to focus for-profit enterprises more on the essential work of enriching societies — that is, benefiting not only those humans who are their owners as publicly traded companies but also those who work in them and who stand to benefit from more purpose-driven innovation.

Drucker 12

Drucker Long-term Short-term Decentralization 12

N2Growth Blog

AUGUST 12, 2010

Great leaders intrinsically understand that team building catalyzes collaboration, creates both disruptive and incremental innovation, facilitates a certainty of execution, and is one of the key foundational elements associated with creating a dynamic corporate culture. A team helps to create the best foundation for a decision or action.

Consensus 388

Consensus Team Building Blog Team 388

Harvard Business Review

MARCH 28, 2014

But imagine if the road that led to the Seattle City Council ridesharing hearings this month — with rulings that sharply curtail UberX, Lyft, and Sidecar’s operations there — had been a vastly different one. Without more public entrepreneurship, it’s hard to imagine meeting our public challenges or making the most of private innovation.

Entrepreneur 9

Entrepreneur Osgood Storytelling Osborne 9

Strategy Driven

MARCH 7, 2014

The Business Tree : Growth Strategies and Tactics for Surviving and Thriving. Professional innovation. Business Hall of Fame that I met Peter Drucker. The secret to long-term success lies in mapping out the vision and building a body of work that supports it. by Hank Moore. Any company or organization is like a tree.

Balanced Scorecard 74

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 74

Harvard Business Review

DECEMBER 7, 2012

In combat, the fact that someone is actively trying to disrupt your operation changes the calculation. Only after more than two years of combat and death did units begin adjusting their tactics in Iraq and Afghanistan, but adjust they did. This was not a new lesson, at least to the armed forces.

Efficiency 8

Efficiency Supply Chain Christensen Crisis 8