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

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” Peter Drucker famously said that the point of a business was to create a customer. As it notes, “When we operate according to these principles, the stockholders should realize a fair return.”.

Levitt 10

Levitt Christensen Competitive Advantage Welch 10

Harvard Business Review

MAY 6, 2013

Here, the shareholder value philosophy, which determines so much of how our corporations operate these days, is the perfect example. The fact that, following the creation of the Cap-and-Trade Carbon Emission Scheme as a clever new artificial market, more coal is being burned in Europe than before is a mind-boggling example.)

Management 8

Management Short-term System Uncertainty 8