The logbook’s time stamp read 2330hrs AST, 200 nautical miles from the coast of Yemen. One of
the biggest vessels in the world was making its way to Rotterdam.[…]
From the perils at sea to the predicaments at the shore – what crisis can make of managers?
The Five Deadly Managerial Sins in Times of Crisis
by Manalika Borgohain
“Hello!”
“Uh…hello?”
“Ah yes, allow me to introduce myself. I’m Peter Drucker.”[…]
Yes to Hybrid, But No to Working in the Office Any Two or Three Days a Week
by Nancy Dixon
As we return to normal, there seems to be a general agreement that organizations need to take a hybrid approach to work.[…]
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Telling tales to usher in a “century of Drucker”
by Jyoti Guptara
As technologies mature and converge, our choices will determine whether the result is extreme centralisation and surveillance, or a humane future envisioned by Peter Drucker.[…]
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Must there be a human imperative at the core of organizations?
by Annika Steiber
Is there a need to change the current management model, which normally is not bult up around a human imperative? […]
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Peter Drucker: Insights of the Ultimate Knowledge Worker
by Bruce Rosenstein
Nearly sixteen years after his death at 95, Peter Drucker’s influence and impact on individuals and organizations is as strong as ever. The availability of his books, articles, and videos is wider than it was during his lifetime, and there are several institutions worldwide dedicated to preserving, curating, extending, and building upon his legacy.[…]
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The gig mindset: A compass for navigating uncertainty
by Jane McConnell
In the distant past, explorers used local landmarks and stars to navigate. This made it difficult to go to unknown places. Today, many organizations are using best practices, benchmarking, and past successes to guide their way. These are local landmarks. Local to the past[…]
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