Like a traditional organization, ecosystems need an operating system that assures a customer-centric, effective, and efficient delivery of the ecosystemâs value proposition. But the nature of ecosystems as a network of semiautonomous players makes the creation and maintenance of organizational excellence significantly more complex.[âŠ]
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When 30 of the biggest names in management convened in California in June 2008 to spend two days âinventing the future of managementâ, one professor observed that we knew plenty already: what was really needed, he said, was an implementation as much as an innovation engine. [âŠ]
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Yogi Berra, the famous NY Yankee catcher once said, âwhen you come to a fork in the road, take it.â Organizations today stand at a crossroads to sustained performance. One path is familiar, following the lead of financial return and efficiency metrics; it is about keeping âfeet on the groundâ.[âŠ]
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It is no surprise that the theme and focus of the 2022 Global Peter Drucker Forum is âPerformance that Matters: Sparking the Entrepreneurial Spirit.â And Drucker was very clear about the significance and importance of goals, measures and performance when he stated that âUnless we determine what shall be measured and what the yardstick of measurement in an area will be, the area itself will not be seen.â[âŠ]
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Business performance is often perceived as having no societal impact. It seems to be a strictly financial matter and to concern only its shareholders, and nobody else, and as such is even morally suspect for some. We are happy for the company that has good results, and we may suspect that is at done at the expense of society. [âŠ]
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Letâs think of management as the art, science, and craft to get work done. As most of us perform some kind of work, and most work requires more than one individual to complete, we need to care about management. It touches everyone, everywhere, anytime.[âŠ]
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Why does so much management advice sound reasonable but turn out to be of little value? Most readers will know what I mean. Take the following guidance on how companies can âaccelerate their agile transformationâ:[âŠ]
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When leaders consider the one thing they could do differently today to help their organization be future prepared, where do they start? [âŠ]
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