The Effective Executive in an Age of Distraction
Drucker's most practical idea was that effectiveness can be learned. His least convenient one was that it begins with guarding your attention - and he wrote both in 1966,
Finding opportunity in uncertainty.
I spent thirty-five years in the energy sector leading transformation, strategy and businesses across North America and Southeast Asia. Now I write about how leaders can navigate change: in their organizations, in the energy transition, and in strategy, drawing on both hard-won experience and the great management thinkers whose ideas still hold up.
More about meStart here
Management Is a Social Function, or It Is Nothing
We have never managed more precisely, or been trusted less. That is not a coincidence.
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Authority Without Control
A leader's authority stops at the edge of the payroll. The problem, increasingly, is that the business does not. The last clause ended on a quiet admission: that
Managing by Objectives, Not by Numbers
This is the piece where Drucker takes the blame for something he spent his career warning against. Management by objectives is usually remembered as the origin of corporate numbers-culture
Abandonment as a Discipline
Drucker thought every organization should haul its products, processes, and policies into court now and then and put them on trial for their lives - then execute the ones that could
The Knowledge Worker Meets the Machine
Drucker bet the entire future of management on the knowledge worker. Then we built a machine that does a growing share of what knowledge workers do - and for a moment
The Customer Who No Longer Trusts You
Trust now sits level with price and quality as a reason people buy, and the machines standing between companies and their customers are eroding it.
The Restructuring Reflex: Why Executives Reach for the Org Chart When the Problem Is Somewhere Else
When a striker steps up to take a penalty kick, the goalkeeper almost always dives - left or right, committed and airborne before the ball is struck. It looks like the
Death by Pilot: Why Your Most Successful Experiments Never Change Anything
The metrics were up and to the right. The team presented to the steering committee. Someone said, "This is exactly what we needed - let's scale it."
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