Harvard Business Review

AUGUST 5, 2015

They accept that they will face and have to manage risk when they set out to build something new. Innovation, for them, is a form of disobedience; they revel in the uncertainty and unpredictability of creating solutions that are sui generis. The steps they take are valuable but not usually surprising (to themselves or others).

Drucker 8

Drucker Technology Innovation Uncertainty 8

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.

Competitive Advantage 8

Competitive Advantage Attrition Uncertainty Bottom-up 8

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.

Competitive Advantage 8

Competitive Advantage Attrition Uncertainty Bottom-up 8

Harvard Business Review

NOVEMBER 14, 2017

Peter Drucker said : “Plans are only good intentions unless they immediately degenerate into hard work.” Drucker’s exhortation, “What gets measured gets managed” is often invoked when approaching execution. It is also be a mistake to restrict ourselves to managing what we can easily measure.

Execution 10

Execution Strategy Gantt Chart Film 10

Harvard Business Review

OCTOBER 21, 2013

The conversation turned to the growing complexity of the business environment, and the question was inevitably posed: What had I, as a business professor, managed to figure out about what it takes to succeed under such conditions? Leadership Managing uncertainty'

Drucker 8

Drucker Diversity Pharmaceuticals Uncertainty 8

Harvard Business Review

OCTOBER 19, 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. ” Increasingly, expertise is losing the respect that for years had earned it premiums in any market where uncertainty was present and complex knowledge valued.

Drucker 8

Drucker Core Competence Engineering Sample 8

Harvard Business Review

OCTOBER 2, 2012

From these cases, and others over the years, it seems to me that there are two keys for getting ahead of the business model curve, both of which apply to managers at all levels: First is to remember that no business model lasts forever. The most dangerous trap that any manager can fall into is complacency.

Business Model 15

Business Model Incubator Supply Chain Welch 15

Harvard Business Review

AUGUST 4, 2015

Given the trend to a surveillance society, our deepening embrace of technology, and the emerging Internet of Things, are we right to be afraid? The deepest doubts revolve around imagination, our evident capacity to deal with the uncertainties in our lives, and non-computable situations such as choosing a mate or what to cook for dinner.

Simon 8

Simon Proposal Learning-by-Doing System 8

Harvard Business Review

OCTOBER 2, 2012

From these cases, and others over the years, it seems to me that there are two keys for getting ahead of the business model curve, both of which apply to managers at all levels: First is to remember that no business model lasts forever. The most dangerous trap that any manager can fall into is complacency.

Business Model 8

Business Model Incubator Supply Chain Welch 8