Peter Drucker Society Europe

After collecting and studying innovation data from over 1,000 companies in 62 countries, I’m often asked whether Small and Midsize Enterprises (SME) are more innovative and entrepreneurial than larger corporations. In times when the market dynamics, technology development, and diffusion are faster then ever, it is a natural question. So let´s dig into some key findings and see what we can learn. All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. processes) and externally (e.g. value proposition). According to Steve Coley (2009) the innovation work can be divided into three parallel Horizons, each one representing an S-Curve. The first Horizon 1 […]
http://www.druckerforum.org/blog/?p=1188

Sudden and massive awareness of intractable problems is an effect of the Internet information age. Whether this is a benefit or a hazard is difficult to answer. Where we might agree is that we are sharing this planet and so global challenges affect our personal world. For instance everyone in Europe is now affected by the refugees’ influx and while the immediate cause appears obvious and intractable the underlying issues of poverty and unrest driving the violence are addressable. We tend to view threats through simple lenses and it takes a deeper understanding of the problem to have an impact when the threat is global. Even with the necessary deep thinking and evidence […]
http://www.druckerforum.org/blog/?p=1176

Today’s new deal at work reprises work schemes of the late 1800’s, plus a few meaningless perks. Dan Lyons’ account of his time at the software company HubSpot describes a workplace in which employees are disposable, “treated as if they are widgets to be used up and discarded.” And HubSpot is scarcely unique: The description of Amazon’s work environment is just one of many similar cases. An increasing number of companies offer snacks, foosball, and futuristic jargon to keep employees’ minds off their long hours and omnipresent economic insecurity. Whether that works, and for how long, is an open question. Of course, in the new economy ever fewer companies hire people like Lyons as employees in […]
http://www.druckerforum.org/blog/?p=1182

The quest to better understand how our business society advances and adapts in a digital age is a common conversation these days. We tend to compare large, global organizations to the nimbler, more agile entrepreneurial ones as a way of saying that these younger businesses and their respective models will wildly disrupt the way we have always done things. To some extent, this is true. We see many traditional business models being subverted by clever uses of technology and finer detail around customer experience. That said, I have yet...
More: http://www.druckerforum.org/blog/?p=1162

In his book, Innovation and Entrepreneurship (1985), Peter Drucker argued that the US was experiencing “a profound shift from a ‘managerial’ to an ‘entrepreneurial’ economy.” This had been made possible by “new applications of management…and above all, to systematic innovation.”[1] Entrepreneurial management, Drucker wrote, requires very different managerial practices including (1) focusing managerial vision on opportunity; (2) generating an entrepreneurial spirit throughout its entire management group and (3) systematic listening to and interactions with the staff.[2] “Today’s businesses, especially the large ones,” Drucker wrote in 1985, “simply will
More: http://www.druckerforum.org/blog/?p=1155