2024

From “Next” Management to “Beyond” Management
By Winfried Felser

As every year, the international management community will meet in Vienna at the Drucker Forum in November to debate the urgent issues of our time. This time, however, the event feels more like a bracket round Drucker Forum topics of recent years – “ecosystems”, “leadership” and “the human dimension”, for example.
All of them can be grouped under the common label of the “Next Management”. A management “next” has long been a necessity, if not a “beyond” that may be more appropriate for multi-disruption – more on that later. In any case, whether continuing linearly or disruptively shaken, management as we know it is creaking under pressure from drivers including technology (AI), new business logics (platform economy, ecosystems) or from a VUCA world that is becoming brittle, anxious, non-linear, and incomprehensible – BANI. This is the “why?” of change.[
]

Continue reading
2024

Artificial Integrity
by Hamilton Mann

In the rapidly evolving world of Artificial Intelligence (AI), computational power isn’t enough. What we need is Artificial Integrity—a new paradigm that ensures AI systems operate in alignment with human values, prioritizing Integrity over Intelligence, however the latter is used.
AI is like the engine of a car, providing the computational power needed to achieve efficiency and speed in executing tasks. However, just as a car needs steering and braking systems to ensure safety and adherence to the rules of the road, AI requires something more than raw intelligence—it needs the capacity to demonstrate a form of integrity.[
]

Continue reading
2024

Employee Engagement: A 25-Year Stagnation We Can No Longer Ignore
by Dan Pontefract

Employee engagement has been the buzzword in HR departments and boardrooms worldwide for over two decades. The idea is simple: if we can get employees to feel more engaged at work, they’ll be more productive, more loyal, and more satisfied. Though excellent in theory, we’re no further than we started.
If Peter Drucker were still with us, he might ask whether employee engagement has become a “zombie management” practice—one of those well-intentioned but ultimately counterproductive ideas that should be dead by now yet somehow keeps springing back to life.[
]

Continue reading
2024

Next Leadership for a Human-Networked and AI- Powered World
by Lei Wang and Yavnika Khanna

The promise of AI for enterprise is that the tools help to simplify manual work and run large scale data analysis. It frees up time for leaders to focus on what matters. How will this change the role of leaders in our organizations? 

Lei Wang, the first Asian woman to climb the Seven Summits and complete the Explorers Grand Slam, frequently faces tough terrain, wild weather and fear of failure while trying to conquer the world’s highest peaks. In these tricky situations, does she use AI tools to help her make the right decisions in split seconds? She believes even though AI could, it’s important to trust your judgment, rely on your team, and use your training and experience to make quick, smart decisions.[
]

Continue reading
2024

Why Reframing Management for a Post-AI World is The Answer
by Terence Mauri

At the close of the 15th Annual Global Drucker Forum in Vienna, last November, Forum President Richard Straub announced the launch of “The Next Management,”  emphasizing the new mindsets and practices required for improved performance in a fast-changing world, and why today’s leaders demand courage and humility to ask “What’s emerging, enduring and eroding for leadership in a post-AI world?”[
]

Continue reading
2024

Knowledge in the Age of AI
by David Weinberger

2,400 years ago, Socrates argued that the “justified true belief” (JTB) theory of knowledge that is still popular today was not adequate. He agreed that knowledge was a type of belief, and that it had to be a true belief if it were to count as knowledge. But if you’re just guessing and your guess happens to be correct, that can’t count as knowledge. Rather, you have to have a good set of reasons — a justification — for that belief. [
]

Continue reading
2024

The Druckerian Method: Towards a Self-Managed Education for the Next Economy
by Chukwuebuka Ozoani (NG)

This essay has attempted to answer questions about education, the self, and the economy. Divided into three parts—Dialogos, Diagramas, and Discourses—it alludes to Galileo Galilei’s famous books, in which he outlined his ideas about the model of the known universe. As an homage to Da Vinci, I have made the illustrations herein myself. For Socrates, I have centered the entirety of this essay on his timeless axiom ‘Know Thyself’ because I understand the advantages of doing so. I am also aware of how dangerous it can be to urge young people to think for themselves. But, no matter what happens, I believe that if I am ever served the hemlock,Âč then this endeavor will have succeeded.[
]

Continue reading
2024

The most human Experience. Emotional relationships, sense of belonging and inclusion, and entrepreneurial approach – 3D model of the Next Education by Kateryna Rybalochka (UA)

It’s 2023. Occupied village in the east of Ukraine. A 15-year-old boy rashly climbs the highest hill. He is not trying to catch the signal to contact relatives or get any information about the current situation on the front line. This time he desperately tries to connect to a Zoom lesson at his school. Finally, he connects. The teacher is shocked and worried. Connecting to the Ukrainian class from Russia-occupied territories is extremely risky and could be life-threatening if he gets caught.  
Why would he risk it? There is obviously no punishment for missing the class.[
]

Continue reading