Comments on: Management must be a public concern – putting Europe back on a growth path

By: Shanita Fadden

Shanita Fadden — Sun, 08 Jul 2012 09:04:34 +0000

While it may be right to pump billions into R&D, they do not seem to realise that without a proper focus on building management and entrepreneurial capacity in our societies we will not get the best return from these huge investments.

By: Epifania Pendexter

Epifania Pendexter — Fri, 06 Jul 2012 09:39:41 +0000

Given the challenges faced today by governments on both sides of the Atlantic – and the easier short term solution to increase government spending – this third point is perhaps the greatest challenge in stimulating real long term economic growth through entrepreneurship and innovation.

By: Dr. Ivo Steinacker

Dr. Ivo Steinacker — Fri, 29 Jun 2012 11:34:42 +0000

To Whom it may Concern
Shareholder value is already out again. My friend from Stanford, Dr. Lubar Karlik: The economy is there to produce solcail values. The products we need for our living – or less so – profit is, as the mathematician says, a boundary condition. As for people management I quote Clive Warrilow, CEO Volkswagen Amerika, more than a decade ago: It has taken me almost my entirecareer to understand what forces are set free when people are treated with honesty, dignity, and respect (From Monty Roberts, the horse man).
ivo.steinacker@boukephalas.com (Boukephalas was the battle horse of Alexander the Great.)

By: Dr. Angelica Kohlmann Kupper

Dr. Angelica Kohlmann Kupper — Wed, 06 Jun 2012 15:22:44 +0000

As Chairman of the Advisory Board Peter Drucker Society Europe I am delighted to see this blog thrive with highly appreciable comments and contributions. These insights should have an impact on the various foundations of society: academia, corporations, SMEs, science, government, social entrepreneurship and others – not last by supporting a much stronger integration among them.
Here, the importance of Management as key for success and further growth has to be acknowledged and knowledge about it, further developed.

By: Robert Hurst

Robert Hurst — Fri, 01 Jun 2012 00:52:45 +0000

Great blog

As CEO & Co founder of an innovative company that has grown at 40% + per annum since our incorporation 10 years ago I often ask myself what we are doing that others aren’t.

Management practices and my business degree may have had something to do with it but my sense it is more about Management beliefs and values which ultimately shape the innovation and culture of any succesful organisation.

In my view too many Managers (with or without business degrees) still think being an Entrepreneur is about making money for themselves or for shareholders and fail to embrace and internalise the interests of all stakeholders in their thinking

Maybe basic Ethics lessons on being a good citizen from kindergarten upwards may produce more results than Management training alone.

By: Nick Bloom

Nick Bloom — Wed, 09 May 2012 00:42:07 +0000

I fully agree – management practices and the views of Peter Drucker on how these were essential in driving innovation are exactly correct. Think of companies like Toyota, IKEA, GE and Walmart, who by incredible management, are continuously innovating both their product and their processes. In these companies innovation happens not be accident, but by the deliberate process of excellent management. We have recently also been looking into this in terms of collecting cross country data posted on http://www.worldmanagementsurvey.com and fully agree.

Fantastic post,

Nicholas Bloom
Professor of Economics
Stanford University
http://www.stanford.edu/~nbloom/

By: admin

admin — Tue, 08 May 2012 18:55:42 +0000

Dear Mr Dimansik,
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By: Dr. Page West

Dr. Page West — Tue, 08 May 2012 15:15:24 +0000

As much as we hope to have a more vibrant entrepreneurial community contributing to job creation and economic growth, there appear to be many institutional factors that impede this from occurring.

1) Educational institutions are not adept at cross-fertilization between academic disciplines such as engineering and business. Faculty are incentivized to “stay disciplined” in both the literal and figurative senses. If the goal is to bring management and entrepreneurship education to the sciences and social science, universities must change. This is a very slow process in a place where its key organizational members are taken to periodically wearing medieval garb for their most important events. (For more see “Handbook of University-Wide Entrepreneurship Education”, 2009, Edward Elgar Publishing – http://www.e-elgar.co.uk/bookentry_main.lasso?id=12826).

2) Country culture dramatically impacts innovation. Hofstede and others have measured dimensions of country culture – such as individualism versus collectivism and uncertainty avoidance. In study after study it is clear that countries whose cultures embrace individualism experience higher rates of entrepreneurship and more robust achievements in scientific publications and patent development. Culture is notoriously slow to change. But as in organizations, culture can change with consistent effort over time by those “at the top.” For countries, this would mean not only changes in articulated vision (“memorable speeches”), but also changes in policies and programs.

3) Government involvement reduces levels of entrepreneurship. Another robust finding from study after study is that entrepreneurial attitudes, aspirations, and activity are lower when government is more involved in an economy. As one of my colleagues expressed it, governments “crowd out” the smaller players.