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.

Drucker 8

Drucker Disruptive Innovation Uncertainty Globalization 8

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. How do you maintain the cohesion” at a multinational corporation with far-flung operations spanning myriad cultures? “How

Drucker 8

Drucker Bottom-up Rogers Uncertainty 8

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 Pulse Meme Feed What Is Your Brand Against?

Business Model 141

Business Model Executive Coaching Execution Blog 141

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 10

Levitt Christensen Competitive Advantage Welch 10