Did you know that the Great Wall of China is the only man-made object visible from space? You did? It’s not true. It’s what´s known as an urban myth. These are so stories that are so popular that they have become ingrained in our culture, and become retold throughout the world. In Made to Stick, Chip and Dan Heath explain why some of these stories ‘stick.’
Category Archives: Behavior
BOOK REVIEW: “Made to Stick: Why Some Ideas Survive and Others Die” by Chip Heath & Dan Heath (2010)
BOOK REVIEW: “Strategic Leadership in the Business School: Keeping One Step Ahead” by Fernando Fragueiro & Howard Thomas (2011)
According to Fragueiro and Thomas, the world has gone through a state of semi-globalization. Though businesses are concerned by working globally, and many of their operations are handled on an international level, there still remain a lot of local idiosyncrasies, which include consumer habits and behaviors. Business schools have been under pressure to adapt to this by giving their students a global outlook, but also remaining schools that are directly involved with their communities. The financial crisis has added to criticism of what has been done in business schools, with one former Dean of a top business school even suggesting that the diploma should expire every 10 years, since clearly what was taught is no longer relevant. Increasingly, the business school curriculum is being asked to offer a value proposition way beyond status and salary. Continue reading
During the last session of the 5th Global Peter Drucker Forum, Roger Martin, Academic Director at the Martin Prosperity Institute of the Rotman School of Management, began his talk with a Scientific American of 1868 showing the telegraph and railroads, which says that in no other period had there been so much transformation and change.
On the second day of the 5th Global Peter Drucker Forum, Terry Cooke-Davies took a look at the area of project management, systems thinking & complexity. He stated that the world of work is increasingly moving towards the world of change and projects, and it is the management of these that are the keys to success.
On the second day of the 5th Global Peter Drucker Forum, Ben Ramalingam stated that policy and practice have come to be like bikes, in the sense that they have been created through incremental changes and improvements.
Mikko Kosonen, the President for the Finnish Innovation Fund (Sitra) since 2008, with experience in companies such as Nokia, TeliaSonera Finland Oyj, The Foundation for Economic Education, Kuntien Tiera Oy, Technology Academy Finland, Fifth Element Oy, Kesko, Itella Corporation and Hewlett-Packard Corp, concentrated in a short talk, on one main problem, that of cyber security.
Peter Drucker Forum 2013: “Scotland since 2007 – one approach to the challenge of public sector agility” by John Elvidge
John Elvidge shared some of his experiences of change based on the example of the governmental changes in Scotland in 2007. He began with the warning that this was an outlier and might not always be applicable. Reassuring the audience, he said that he would not pronounce the word airport.
Peter Drucker Forum 2013: “Managing complexity by understanding multiplex networks” by Stefan Thurner
“To manage a system means that you are able to predict the possible outcomes of actions you take. If you cannot predict the outcomes of management actions, you neither manage nor control the system: you are subject to luck, fate, external events and developments.”
At the Peter Drucker Forum 2013 in Vienna, Fredmund Malik looked at how we can master organizational complexity. He began by taking a historical look at how change has occurred in the past.
At the 2013 Peter Drucker Forum, Helga Nowotny looked at the embarrassment of complexity and in particular its positive sides. She argued that complexity can expand human capabilities by the clever use of technology linked to novel organizational forms. It humbles us in view of what can and cannot be predicted.