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This is a story with a lesson. Dr. Morris Hamburg in his much-acclaimed Wharton School course on statistical decision-making used this unforgettable example to illustrate different interpretations to statistical data."The heroine of our story…is a grammar school teacher, who wanted to demonstrate the harmful effects of drinking liquor to a class...Full Article »
Learning is thinking with other people's ideas. New ideas come from creatively imitating ideas derived from the masters of management including Peter F. Drucker, Harvard's Ted Levitt, Marshall Goldsmith, Sydney Finkelstein, Paul Niven, James Champy, Joseph Juran and dozens more.  The trick is to associate, adapt, magnify,...Full Article »
What does in mean for a company to be in “total alignment”?Riaz Khadem, author of Total Alignment, says it means everyone in the company is highly competent in actions that directly support the strategy of the organization; the strategy supports the shared vision; the shared vision delivers the organization’s purpose; and that purpose is...Full Article »
Editor's Note:Corporate planning has evolved over the years. Strategic planning is but one step (albeit an important one) in a series of relatively new tools to help organizations think through what must be done and how to do it.Peter F. Drucker's contributions to making the strategic planning process into a discipline that can be taught...Full Article »
Editor's Note:This article continues with the GM example illustrating the rise of General Motors in the 1920s via the development by Alfred P Sloan, Jr; a total strategic marketing plan which had as its goal to reinvent the automobile market.Sloan first redesigned General Motors according to his strategic plan and then, as CEO almost 30 years...Full Article »
It's often said: People confuse good management with a good idea that makes management look good.What's not said is: It takes a special kind of management and organizational structure to put a good idea into action.A management that has the know-how, energy, fearlessness, and staying power to implement genuinely good ideas that are...Full Article »
No one can guarantee the performance of a manager or executive appointed to a new position. Indeed, if the reports and surveys we are constantly bombarded with are correct, we can safely say most executives make poor promotion and staffing decisions....Full Article »
This is Part 2 of a series on why managers of any organization should have a firm grasp of data literacy. For Part 1, see here.Editor's Note: There are many scientific approaches for finding the root cause of a problem, be it in government, business or elsewhere in life. In this article, we present a simple (but not simplistic)...Full Article »
This is Part 1 of a series on data literacy for managers. For more, read Part 2.For any manager looking to flex their leadership acumen, he or she must not only be able to read data, but have the ability to detect the forces that skew the accuracy of its results as well. Many journalists are not ever aware of it. Neither is corporate America...Full Article »
Peter F. Drucker, in his book Managing for Results, pointed out: “What the people in the business think they know about customers and market is more likely to be wrong than right.” So he suggested this remedy: “Only by asking the customer, by watching him, by trying to understand his behavior can one find out who he is, what he does, how he...Full Article »
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