Development Drucker Finance 
N2Growth Blog
SEPTEMBER 19, 2010
As an advisor to CEOs, there is little doubt that I’m passionate about personal and professional development, and there is one simple reason why – it works. Great leaders are like a sponge when it comes to the acquisition of knowledge, the development of new skill sets, and the constant refinement of existing competencies.
N2Growth Blog
AUGUST 12, 2010
Team building, group dynamics, talent management, leadership development, and any number of other functional areas are much more about clarity, focus, aligning expectations, and defining roles than creating equality. It reminds me of Drucker’s first rule of decision making: one does not make a decision unless there is disagreement.
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The Center For Leadership Studies
NOVEMBER 23, 2020
Peter Drucker in “Management Challenges for the 21 st Century” stresses that, “Self-awareness and the capacity to build mutually satisfying relationships provide the backbone of strong management.” They are resources to be highly respected and wisely stewarded.
Strategy Driven
MARCH 30, 2011
The book draws the best thinking from numerous disciplines, including marketing, economics, and finance, to deliver a comprehensive presentation that comes alive through numerous case studies, memorable examples, and graphs. Evaluating the willingness to pay of millions of customers requires the development of a new corporate capability.
Strategy Driven
OCTOBER 21, 2011
Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth.
Harvard Business Review
OCTOBER 4, 2011
Peter Drucker was writing about it nearly 50 years ago, and over the last decade it has come back in vogue. Developing weak technical skills is a matter of attending training classes, reading relevant publications, taking on job assignments in which you can hone your expertise, and so on. Not if you want to be an extraordinary leader.
Harvard Business Review
JANUARY 13, 2014
Peter Drucker famously said that the point of a business was to create a customer. Worshipping at what Christensen calls the “church of finance” hollows out a company’s competitive advantage, as it loses the capacity to invest in innovation that drives the perpetual reinvention so necessary in today’s world of temporary competitive advantage.
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