One of the most important developments in the field of psychology is the discovery that the workings of human thinking often enable inefficient and sometimes irrational expert judgments. Daniel Kahneman and Amos Tversky observed that the human brain is a paradox. While it is capable of producing highly developed analytical and creative intelligence, it is also prone to make apparently senseless errors[…]
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This year’s Drucker Forum abstract, Proclaiming the Century of Leadership, shares one of Drucker’s most famous quotes – “management is doing things right, but leadership is doing the right things”[…]
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This was the year everything changed. A tiny virus, arguably not even a life form, had a bigger global economic impact than the banking collapses a decade earlier. Ways of working have been transformed. Remote working has gone from being a fringe activity mostly confined to globally dispersed teams, to being accepted as the norm across whole sections of the economy. Sectors such as hospitality and aviation have suffered sharp falls in business, furloughed staff and redundancies[…]
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In our time of crisis, Alexander Hamilton might be perceived as a rather unusual example to learn about executive leadership. He is best associated with the US Coast Guard, the US Mint, the Report on Manufactures, and paving the path for the American Constitution. But, In addition, he also created a new kind of job; the Presidency.[…]
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Might there soon be a medical breakthrough that eradicates COVID-19 from the face of the earth? In that case humankind will declare victory and move on. Or the pandemic might unleash new waves across the world, forcing stricter lockdowns and cratering economies beyond repair. More likely perhaps is that contagion will continue, and the world’s societies resolve to live with the risk in ways they have not considered so far. What will that compromise look like?[…]
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Peter Drucker’s wisdom and experience endures both through the current crisis and the rebuilding going forward. The world is in a period of great uncertainty, and although being caught in the eye of the storm feels like a unique experience, there is always another one brewing[…]
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I’ve only met Joe personally four or five times for longer conversations and yet it’s as if his ideas, his encouragement, and his warmth have always been there in my life. From every meeting, every mail, but above all from every text speaks a friendly approach to the world, as it can only come from deep human love. It was really like this: To know him, was to love him. Joe Maciariello was a representative of what I would call the human warmth theory. On July 1st 2020, Joe died at the age of 78 and we mourn for him.[…]
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The Covid-19 crisis gives us an opportunity to think about a key aspect of leadership: how much can and should leaders rely on the input of experts to make decisions, and how much latitude should they retain for themselves to decide from a generalist perspective?[…]
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