“A well-led enterprise can learn to survive deep blows and still surge forward,” states HBR’s Julia Kirby in her description of the theme for the 2023 Global Peter Drucker Forum, “Creative Resilience: Leading in an Age of Discontinuity”. Learning, survival, and forward movement are fundamental elements of well-led organisations. […]
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Adaptability and resilience are more than just industry jargon in today’s hypercompetitive business environment; they are the backbone of sustainable success. However, traditional governance systems often fail to cultivate these critical attributes, which highlights the need for more dynamic and resilient frameworks. […]
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After the recent events like the pandemic and conflict in Europe, with supply chains still recovering and ebullient inflation, the economic outlook for businesses has become more challenging. We’ve seen the direct effects on businesses: (1) higher operational and capital costs; and (2) weaker demand as consumers rethink their spending patterns. A key question for business leaders: Is it possible to innovate to build resilience in an era where cheap money is no longer available? The answer: Yes. […]
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This March, Emergn hosted an executive breakfast in partnership with the Global Peter Drucker Forum, featuring London Business School’s eminent Lynda Gratton and her latest book, Redesigning Work: How to Transform Your Organization and Make Hybrid Work for Everyone. It was nearly three years to the day since the COVID-19 pandemic took its grip, offices emptied practically overnight, and much of the world went into various degrees of lockdown.[…]
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The relentless twin demands of executing for today while reimagining for tomorrow, mean that leaders are grappling with an accelerated phase of business disruption, with more than $41 trillion of enterprise value at risk. But is enough being done to strengthen trust and creative resilience, which I define as the curiosity to learn and the courage to unlearn? Learning helps us evolve and unlearning helps us as the world evolves. […]
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No woman – no Drucker. Not only in terms of the physical body: his body of work was immensely inspired by women. When asked for a book recommendation, he would respond that any Jane Austen novel will do, since every Jane Austen heroine is a better manager and executive than any American CEO. […]
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In their well-known book A Behavioral Theory of the Firm, R. Cyert and J. March (1963) [1] proposed the notion of “organizational slack”, a notion central to their understanding of the firm as a coalition of competing and yet interdependent actors. This refers to (hidden) reserves (or redundancies) of resources which enable actors to escape the constraints that management imposes on their behavior in order to align and, possibly, optimize their performance with the overall objectives of the firm. […]
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Have you ever felt conflict about a work request? When your boss asks you to do something and you have an instinctive response, that causes you to hesitate? Or a colleague you respect asks you to contribute your thoughts but outside factors give you pause, and you question whether you should or shouldn’t? […]
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