Mobilizing Intelligence: Three Lessons From the Drucker Forum in Vienna
Drucker Institute Executive Director Rick Wartzman examines how information technology is reshaping all sorts of organizations.
Drucker Institute Executive Director Rick Wartzman examines how information technology is reshaping all sorts of organizations.
“America’s unions have shown an amazing willingness to make sizeable concessions on wages—and even on work rules—to prevent plant closings and massive layoffs,” wrote Peter Drucker in Managing for the Future. But not always.
Tens of millions of Americans earn under $25,000 a year, and real wages in many of their lines of work have been stagnant for the past 40 years.
“Many industrial or human wastes might be translated into valuable products.”
When Peter Drucker saw strengths and ability in people, he felt it was important not to dwell on their weaknesses—lest you unnecessarily deprive yourself of potential talent.
“To attack industrial society…because it is based on subordination instead of on formal equality is a misunderstanding of the nature of both industry and society.
Recent selections from around the web that, we think, would have caught Peter Drucker’s eye:
We expect to read a lot more about the circumstances surrounding the resignation of David Petraeus, director of the CIA, who was revealed to have had an affair with his biographer.
If you somehow missed the election news this week, we can inform you that Barack Obama was reelected president.
Phalana Tiller talks with Aaron Dignan and Jenova Chen about how gaming can positively influence creativity and productivity in the ways we work and learn.
The Games We Play
One of Peter Drucker’s most enduring concepts is the critical need for companies to define a “theory of the business”—basic assumptions about mission, markets, technology and core competencies.
A simple piece of advice from Peter Drucker in his book Management: Tasks, Responsibilities, Practices: “Because policy makers often neglect demographics, those who watch them and exploit them can reap great rewards.”
Given Peter Drucker’s deep interest in politics, even the most focused and effective time-managers among us can be forgiven for being distracted by the latest news bulletins when it’s Election Day.
Drucker Institute Executive Director Rick Wartzman examines recent executive firings by Apple CEO Tim Cook.
Readers looking for a cage match may not make the HBR Blog their first destination, but sometimes fisticuffs occur in unlikely places.