But to Drucker management was "no specific peculiarity of business enterprises, but rather the specific organ of all institutions of modern society." One of his personal concerns was the sponsorship of non-profit organizations, especially in the social sector. Speakers Christian Lüdtke CEO, Bryck Georg Kopetz Co-founder and member of the executive board at TTTech Christian Mohr Managing Director and CCO at UnternehmerTUM In conversation with Georg Kopetz Co-founder and member of the executive board at TTTech Raymond Hofmann Gospel Minister and Management consultant The stakes have changed for new business founders—at least for those who aspire to high-impact entrepreneurship.
- When executives recognize this, they can find deeply meaningful ways to uplift their teams—and themselves.
- The Global Peter Drucker Forum kicks off with a high-energy round of impassioned messages about how leadership must be exercised, recognized, or developed differently than it has been in the past.
- How is the talent being developed that will make or break organizations in the future?
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- The people who make up organizations are human beings, since time immemorial sensitized and attached to religious values and experiences.
DEEP DIVE DIALOGUE 1: New Leadership for the Perpetually Adaptive Enterprise
Speakers Mary Meaney Haynes Social Entrepreneur and Philanthropist Claudio Fernández-Aráoz Executive Fellow for Executive Education, Harvard Business School Matthias Daub Founder SCTY.AI – „serving society through technology“ and Philanthropist What does it take to recognize the strengths of others, and make it your business to keep them flourishing? As AI comes into its own as a value creator and contributor, what new demands does this place on leadership? Many organizations are turning into mixtures of “knowledge workers,” both human and digital. How can senior executives capitalize on emerging AI tools to do their own work better?
DEEP DIVE DIALOGUE 3: The Leadership test: from Digital Reliance to Resilient Excellence
Speakers Alexander Alonso Chief Data & Analytics Officer at SHRM Helen Bevan Professor of Practice in Health and Care Improvement at Warwick Business School; Expert on large scale change in health care Tamara J. Erickson Leadership Advisor; top ranked management thinker, T50 Chair Stefan Stern Journalist, author and Visiting Professor in management practice at Bayes Business School It’s hard to come out against increased investment in leadership development. Speakers Asheesh Advani President and CEO of JA (Junior Achievement) Worldwide Andrea Gerosa Chief thinker and founder of ThinkYoung, a think tank focused on young people Caroline Barth CHRO, Syngenta How is the talent being developed that will make or break organizations in the future? How should next-era leaders think about institutional impacts on the good of society?
Prof Dr. Fredmund Malik"Die Welt des Peter Drucker" – Page 2
How can startup leaders scale the strategic learning curve as fast as they want their businesses to scale their customer bases? When executives recognize this, they can find deeply meaningful ways to uplift their teams—and themselves. The people who make up organizations are human beings, since time immemorial sensitized and attached to religious values and experiences.
- Yet problematic incentives, compromised relationships, and opaque workings undermine the ability of boards to deliver what society demands of them.
- It’s hard to come out against increased investment in leadership development.
- Free enterprise cannot be justified as being good for business.
- How should next-era leaders think about institutional impacts on the good of society?
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PANEL 11: The Next Social Responsibility
Chair Zabeen Hirji Executive Advisor; Former Chief Human Resources Officer, RBC; corporate and nonprofit director One reason leadership needs a “next era” is that people increasingly turn away from work that is not inspiring and purposeful—and reject would-be leaders who aren’t clearly driven to bring purposeful strategies to life. What new mindsets and capacities are needed in a time when business survival depends on rapid innovation and the operational reinvention must be constant? What time-worn models and styles of leadership do they make obsolete? When the underlying conditions of the commercial environment change, everything about an enterprise must adapt—including its leadership.
It’s always been the special province of senior leadership to decide what an organization must do to be sufficiently “socially responsible.” The answers have varied dramatically across the decades, for both corporations and NGOs. Is that pressure subsiding, or is next-era leadership unavoidably more political leadership? Enterprises built for scale, consistency, and efficiency are less and less fit-for-purpose in global markets rocked by unforeseeable events. New research sheds light on guiding teams and organizations through eras when change never ceases. It’s the board monoplay casino registration that assesses how well a CEO is advancing stakeholder interests—and doles out rewards or punishments accordingly. When it comes to making sure organizations deliver value, the buck doesn’t stop at the C-suite.
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DRUCKER'S CHILDHOOD AND YOUTH IN VIENNA
She also invited guests whose job was to listen and to ask the right questions, mostly university professors, such as Ludwig Rademacher, who rebuilt the University of Vienna after World War II, and their wives. Regular guests of the Druckers included the economists Schumpeter, Hayek and Mises, with whom Drucker's father had professional relations in his function as director of the K. Peter and his younger brother Gerhard were surrounded by their adored Grandmother and by any number of uncles and cousins and family friends who were university professors – in law, in economics, medicine, chemistry, biology, art history and music. For a long time, he did consulting free of charge for social welfare and charitable organizations, among them CARE, the Salvation Army and the American Red Cross, which he considered to make essential contributions to the functioning of a civil society of solidarity. Chair Avivah Wittenberg-Cox Global expert on 21st century leadership, gender and generational balance, longevity and the future of work and careers
With his detailed knowledge of history, Drucker was able to illuminate questions of company structures and business strategies in broad economic-historical contexts. Peter Drucker's consultations had an almost legendary reputation in business circles. Since the 1940s, Drucker did consulting work for nearly every major corporation, including General Electric, Coca-Cola, Citicorp, IBM and Intel, but also for numerous governmental and non-governmental organizations both home and abroad. Please read the System Requirements for the game and ensure that the necessary software is installed on your computer. This can be done after the game has been installed.
Explore the critical challenge of navigating the modern business landscape, where organizations are caught between an increasing digital dependency and the pursuit of true digital excellence, while delivering on the promise of scalability and resilience. Yet problematic incentives, compromised relationships, and opaque workings undermine the ability of boards to deliver what society demands of them. Few would disagree that innovation is imperative in today’s globally competitive markets—or that leading for “exploration” is very different than leading for “exploitation.” Yet have large organizations really evolved? A peer-group discussion among senior human resources executives kicks off with comments from HR thought leader Dave Ulrich and a select group of global CHROs. If anything defines the need for next-era leadership, it is the fact that organizations no longer have the luxury of just maintaining a well-oiled status quo. Conference chair Eduardo Braun convenes our 2025 gathering with preliminary comments from the Drucker Forum’s founder and distinguished guests.
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