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 todayâs leaders demand courage and humility to ask âWhatâs emerging, enduring and eroding for leadership in a post-AI world?â[âŠ]
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2,400 years ago, Socrates argued that the âjustified true beliefâ (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 youâre just guessing and your guess happens to be correct, that canât count as knowledge. Rather, you have to have a good set of reasons â a justification â for that belief. [âŠ]
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This essay has attempted to answer questions about education, the self, and the economy. Divided into three partsâDialogos, Diagramas, and Discoursesâit alludes to Galileo Galileiâs 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 âKnow Thyselfâ 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.[âŠ]
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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. Â
Why would he risk it? There is obviously no punishment for missing the class.[âŠ]
While over 95% of organizations report that they conduct annual reviews with their employees (Willmes, 2018), there is growing concern about the usefulness of âsuch bureaucratic ritualsâ in a world where new knowledge is the primary driver of value creation through innovation. We use the term âcontribution dialogueâ to represent a replacement process. Others use terms like leadership dialogue, employee review, target setting and review, feedback meeting, performance dialogue and others to explain similar processes. [âŠ]
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In the late afternoon of December 1, 2023, in the Hofburg Palace of Vienna, the Global Peter Drucker Forum committed itself to the pursuit of a new management paradigm, âThe Next Managementâ, over the next five years. It came at the end of an eventful three-day Forum dedicated to Creativity and Resilience, where not only practicing or academic thought leaders, but also the younger generation and artists took the stage. [âŠ]
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What will be involved in enabling the next management to become a noble calling that helps create a worthy society? In his HBR article of June 2024, Richard Straub suggested that it should include at least seven aspirations, as shown in Figure 1.[âŠ]
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Peter Drucker aptly noted, “The most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity.” Following him, Richard Straub – President of the Peter Drucker Society – claims that knowledge has become the most critical resource in the modern economy, surpassing even physical assets in importance. Managing knowledge work and knowledge workers is pivotal for fostering innovation and creating new value. This shift is driven by several transformative changes, including the rise of artificial intelligence (AI), remote work, and collaborative platforms. To navigate these changes effectively, organizations need to adopt new management practices that prioritize the productivity and creativity of knowledge workers. [âŠ]
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