- The ASPIRE! Group, LLCManaging Partner & Principal Instigator, 2002 - present
- Cisco Systems, Inc.
- Octel Communications
- IBM Corporation
- United States Air ForceCaptain
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Peter Drucker (1909-2005) in The Practice of Management
As always, Drucker's insights are simple, yet profound.
In his last article that was written for Wall Street Journal Online back in December of 2004, Drucker stated that, “The CEO is the link between the Inside that is ‘the organization,’ and the Outside of society, economy, technology, markets, and customers. Inside there are only costs. Results are only on the outside.”
Being a an effective CEO is one of the most challenging jobs on the planet.
CEOs have to be capable of juggling a mind-boggling level of complexity within the constraints of a never ending list of competing priorities that are constantly nipping at their heels for attention.
For that reason, determining what might even constitute that "meaningful Outside" is a job that is frequently put on the back burner by the pressing demands of more urgent issues. Even if a CEO can carve out the time needed to establish what those relevant shifts on the outside are, the next challenge is to determine exactly which aspects of that "meaningful Outside" ought be brought in to the company and integrated across the various "costs on the inside".
Assisting CEOs with that all-important job of identifying that "meaningful Outside" and then capitalize on it through collaboratively innovation within their organizations and across their partnering ecosystem is why we exist.
- University of MiamiBA in Communications, 1974 - 1977
“We are at a fork in the road,” says Christensen, “and it’s a big fork in the road. The role of finance in our economies will diminish very significantly in the next ten years… The cost of capital is negative… Banks, many of them, won’t exist ten years from now. Their functionality will be taken over by IT companies who don’t have the same assets and income statement challenges.”
If finance is no longer the kingpin, “the only viable alternative is talent,” says Christensen. “Managers must learn better how to help people become more capable… There is no other lever that managers can pull or tweak or open or close that will have a dramatic influence on their future. And managers should welcome that, because that makes management fun again.”
The article itself was a great read. How to best handle the above pitfall would be interesting to discuss as well.
Nicely done Amazon! Google, are you paying attention here?