7 Highly Effective Habits (1st March 2013) Contributed by chetan parikh
This is the first study to examine what factors are associated with an increased follower-count on Twitter over an extended period of time. Hutto et al. (2013) studied 507 Twitter users over 15 months and half-a-million tweets
Famous Resolution Lists: Jonathan Swift, Susan Sontag, Marilyn Monroe, Woody Guthrie (2nd January 2013) Contributed by Chetan Parikh
“Stay glad. Keep hoping machine running. Love everybody. Make up your mind.”
Ravi Venkatesan: Winning in India Can Help Companies Win Globally (15th June 2012) Contributed by Chetan Parikh
Under Ravi Venkatesan's leadership from 2004 to 2011, Microsoft India's revenues grew fivefold and the country became one of the fastest growing geographies for the software firm.
Churchill and Drucker: Perfect Together (23rd October 2010) Contributed by Chetan Parikh
Ties between the two men go way back. In May 1939, Churchill reviewed Drucker's first major book, The End of Economic Man, for The Times Literary Supplement, praising him as "one of those writers to whom almost anything can be forgiven because he not only has a mind of his own, but has a gift of starting other minds along a stimulating line of thought."
Excerpt: The Drucker Lectures (25th September 2010) Contributed by Chetan Parikh
Most people know Peter Drucker through his books and articles. But Drucker was also a great speaker, especially in the classroom, where his students would sit rapt, listening as he pulled facts from his encyclopedic mind and shared insights on countless subjects. This side of the "father of modern management" is captured in The Drucker Lectures, (McGraw-Hill, 2010). Edited by Rick Wartzman, executive director of the Drucker Institute and a columnist for Bloomberg Businessweek, The Drucker Lectures features 33 of his most important talks. The earliest was delivered in 1943. The latest were given at Claremont Graduate University in 2003, two years before Drucker died. The excerpt below, on "The Future of the Corporation," comes from one of those final lectures.
Activists get help from SEC (25th August 2010) Contributed by Chetan Parikh
It's a good time to be a corporate gadfly.
Why Corporate Governance Matters to Everyone (18th August 2010) Contributed by Chetan Parikh
So many of the problems we face today result from poor decision-making by private corporations. Prominent examples include the Gulf oil spill and the seriously weakened financial sector, which is imperiling the rest of our economy. However, so many who describe themselves as liberals or progressives seek to address such problems with more government regulation and programs instead of by preventing the bad decisions at the source, which is likely to be more efficient from a resource utilization perspective.
Relational Letter to Occidental Petroleum (10th August 2010) Contributed by Chetan Parikh
This letter to Occidental Petroleum’s board of directors from Ralph Whitworth of Relational Investors (VII, September 30, 2009) and Anne Sheehan of the California State Teachers’ Retirement System outlines why the activist investors are seeking to replace at least four board members: “[T]he board, as currently composed, suffers from entrenchment and ossification, which renders each of its members incapable of functioning as vigorous and independent shareholder representatives.”
How to Make an American Job Before It's Too Late: Andy Grove (6th July 2010) Contributed by Abhay Bhagat
Recently an acquaintance at the next table in a Palo Alto, California, restaurant introduced me to his companions: three young venture capitalists from China. They explained, with visible excitement, that they were touring promising companies in Silicon Valley. I’ve lived in the Valley a long time, and usually when I see how the region has become such a draw for global investments, I feel a little proud.
The new pluralism (22nd March 2010) Contributed by Chetan Parikh
Power in modern society is progressively being diffused, moving away from central government to interest groups, even to single individuals. Society and the body politic in democratic societies are becoming pluralist in new ways. This phenomenon was analysed by management guru and social science professor Peter Drucker in his book The New Age. A clear understanding of this development would help political and social leaders to cope with changing electoral aspirations.
The Drucker School of Management Honored as an 'Excellent Business School' by Eduniversal (24th April 2009) Contributed by Chetan Parikh
The Peter F. Drucker and Masatoshi Ito Graduate School of Management was recognized as an “Excellent Business School” by EDUNIVERSAL, an organization that helps students choose the best business schools worldwide. The Drucker school was honored to be among the 1,000 selected business schools in the world because of its strength in the US and international influence.
Peter Senge (21st November 2008) Contributed by Rohan M. Shah
Peter Senge (born 1947) studied aerospace engineering at Stanford University before moving into the field of organisational behaviour and becoming director of the Centre for Organisational Learning at MIT’s Sloan School of Management. He is credited with developing the idea of the learning organisation, based on his study of social systems and the relationship of the whole to its constituent parts. A learning organisation, he once said, “is continually expanding its capacity to create its future”.
Economic Depressions: Their Cause and Cure (3rd October 2008) Contributed by Chetan Parikh
We live in a world of euphemism. Undertakers have become "morticians," press agents are now "public relations counsellors" and janitors have all been transformed into "superintendents." In every walk of life, plain facts have been wrapped in cloudy camouflage.
Peter Drucker's "Unfinished Chapter:" (6th August 2007) Contributed by Abhay Bhagat
The influence the CEO has on people--individually and collectively.
Management: A movie guide (6th July 2007) Contributed by Chetan Parikh
I've read about shamrock organisations, horizontal organisations and federal organisations. I've read about intelligent enterprises and spider-web organisations. The most-quoted management guru Peter Drucker said that managing an information-based organisation is more like conducting a symphony orchestra than running a business on traditional lines. Others have compared it to running a jazz combo, and then there are those who say it's like running a sports team.
Q&A with management guru Jim Collins (18th June 2007) Contributed by Abhay Bhagat
The bestselling author answers our readers' questions about business, leadership - and mountain climbing.
Beware the 'Walking Dead': Analyzing Customer Data from a Multi-Service Firm (14th June 2007) Contributed by Chetan Parikh
Think of them as the "walking dead," a type of customer who currently maintains service with a particular company, but whose next action will most likely be to discontinue that relationship, according to a new study that examines how the customers of a telecommunications firm acquire and discard services over time. The paper -- "Modeling the Evolution of Customers' Service Portfolios," by Wharton marketing professors Peter Fader and Eric Bradlow and a former Wharton PhD student -- focuses in part on whether it is possible to predict future purchasing patterns by looking at past buying behavior.
At 3M, A Struggle Between Efficiency And Creativity (4th June 2007) Contributed by Abhay Bhagat
How CEO George Buckley is managing the yin and yang of discipline and imagination
Here Today, Discounted Tomorrow: Strategic Shoppers Know When to Buy, and at What Price (1st June 2007) Contributed by Chetan Parikh
Some shoppers just can't help themselves and buy mostly on impulse without regard to price. Others are die-hard bargain hunters, who only open their wallets for a discount. Then there are the strategic consumers, who are willing to buy full-price sometimes, but at other times they will wait for a bargain. According to new research by Gérard P. Cachon, professor of operations and information management at Wharton, and doctoral student Robert Swinney, it's these customers that retailers need to focus on in order to reap the full benefits of lean retail inventory management and variable pricing.
Marketers For Charity: Peter Drucker (1st June 2007) Contributed by Chetan Parikh
Few have had as great an impact on the business world as Peter Drucker. So, it is more than fitting to have his work amplified on Branding Strategy Insider during this years Marketers For Charity effort.
The best business books of all time? Here are the choices of our panel of CEOs and experts (25th May 2007) Contributed by Chetan Parikh
Robert Bruner still remembers the first book he read as a manager. It was 1988, and Bruner, now the dean of the Darden School of Business at the University of Virginia, was an up-and-coming professor, respected for his work in finance. But he'd never managed people before. And when he was charged with overseeing the first year of the school's M.B.A. program, Bruner began to struggle.Under fire, Bruner scrambled for guidance. He found it in Peter Drucker'sThe Effective Executive. In the book, published two decades earlier, the dean of management thinkers—known for his study of GM under Alfred Sloan—offered advice to managers burdened with exactly Bruner's problems.
Strategies: Pray for a public buyer (21st May 2007) Contributed by Chetan Parikh
If you own stock in a company that is ripe for takeover, you should hope the company is not acquired by a private equity firm.
A New Take on Corporate Governance and Anti-Corruption Crusades (18th May 2007) Contributed by Chetan Parikh
Most people assume that good corporate governance benefits shareholders, and that corruption in a banking system should be rooted out. But just how much benefit does a company really get when it improves its accounting and puts a few outsiders on its board of directors? And when does an anti-corruption crusade start to backfire, causing a chilling effect that denies loans to credit-worthy borrowers? India offers a chance to study both questions, which were the subject of papers presented at a global conference on India's Financial System held in April at Wharton. The conference was organized by Wharton's Financial Institutions Center with the Centre for Analytical Finance at the Indian School of Business in Hyderabad and the Stockholm-based Swedish Institute for Financial Research.
Adobe's Shantanu Narayen: India and Other Emerging Markets Are Going to Drive Trends in Software Evolution (18th May 2007) Contributed by Chetan Parikh
While a number of Indian IT companies are expanding globally, several major U.S. IT firms are increasing their presence in India. Among them is Adobe Systems, which views India as an important development center and a growing market for its products. In the second of a two-part interview with Knowledge@Wharton, Adobe president and chief operating officer Shantanu Narayen discusses the company's strategy regarding India and global expansion. In the first part of the interview, published in Knowledge@Wharton, he talks about Adobe's product strategy for the emerging trend of rich Internet applications.
Shantanu Narayen on Adobe's Future Direction: Product Strategy for the Next Generation of the Web (17th May 2007) Contributed by Chetan Parikh
A key element of what has been called "web 2.0" -- along with ideas such as user-generated content and social networks -- is the concept of "rich Internet applications," which use the web as a platform for innovative types of online experiences. A new generation of Internet-connected applications is beginning to emerge led by such companies as Adobe Systems. Knowledge@Wharton recently interviewed Adobe president and COO Shantanu Narayen about the company's latest product introductions. In the second part of this interview, published in India Knowledge@Wharton, Narayen talks about the key role that India will play in the company's global growth strategy.
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