In intensely competitive markets, many decision processes are being sped up or handed over to number-crunching machines. Where should we still be deeply deliberative? Four excellent panellists ably moderated by Margaret Heffernan were invited to discuss this very relevant topic.[…]
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Peter Drucker laid it out half a century ago: the performance of modern society depends on the performance of its institutions—the businesses, universities, hospitals, research institutes, labor unions, government and other civil organizations that perform its essential functions.[…]
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The father of management thinking Peter Drucker famously said: “The greatest danger in times of turbulence is not turbulence itself, but to act with yesterday’s logic”. […]
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Digitalization fundamentally changes the nature of work and leadership. That’s a huge advantage for those people that get it. But it also challenges human responsibility[…]
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What have we learned at the Forum that is most exciting, concerning, surprising?[…]
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Given such a dynamic VUCA and COVID world, businesses and organizations needed to rapidly swerve to a distributed and remote workforce while simultaneously giving considerable thought to the future role of the office.[…]
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I have always found the most inspiring roundtable talks to be those where the speakers have diverse perspectives on an issue that is critical, even existential. That was the case for the digital workshop on 10 Nov at the 13th annual Peter Drucker forum.[…]
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The 13th Global Peter Drucker Forum again raised business critical questions such as: “Can big businesses be humanized” and “How fast should you transform your business. The answers were: “YES you can humanize a big company “, and “you need to CHANGE your perception on how fast a strategic change of your business will be”.[…]
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