George Veth

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The New Science of Strategy Execution

<i>Editor's note: DM Review warmly welcomes George Veth as a monthly columnist. He will share his experience on the successful formation and execution</i> …

Evolve Thyself

This month, I want to highlight how some of my 2006 summer reading influenced my thinking on strategy execution and rekindled my belief in …

The Dumbest Idea In The World: Maximizing Shareholder Value

<i>There is only one valid definition of a business purpose: to create a customer.</i><p>Peter Drucker, The Practice of Management<p>“Imagine an NFL coach,” writes Roger Martin, Dean of the Rotman School of Management at the University of Toronto, in his important new book, Fixing the Game, “holding a press …

Practice What You Preach: What Managers Must Do to Create a High Achievement Culture

Are employee attitudes correlated with financial success? Unequivocally yes! according to consultant and bestselling author David H. Maister. Based …

Margaret J. Wheatley: The Promise and Paradox of Community

We human beings have a great need for one another. As described by the West African writer and teacher Malidoma Some, we have "an instinct of …

West Africa

Intrinsic Motivation at Work: Building Energy and Commitment

In today’s organizations engagement is vital—more is being required of workers than ever. In this new edition of his classic book, Kenneth Thomas …

"Repairing the Dialogue between CEO and CIO" by Feld, Charles S.; Marmol, Guillermo G. - The McKinsey Quarterly, Issue 3, Summer 1994 | Online Research Library

Hands-on advice for getting an essential, value-added conversation back on track<p>AN EXERCISE IN MUTUAL FRUSTRATION is being repeated in boardrooms …

Management

Cleaning the Crystal Ball

Illustration by Lars Leetaru<p>Peter Drucker once commented that “trying to predict the future is like trying to drive down a country road at night with …

Management

Corporate Budgeting Is Broken—Let’s Fix It

Corporate budgeting is a joke, and everyone knows it. It consumes a huge amount of executives’ time, forcing them into endless rounds of dull meetings and tense negotiations. It encourages managers to lie and cheat, lowballing targets and inflating results, and it penalizes them for telling the …

Just-in-time strategy for a turbulent world

Uncertainty and rising levels of risk make it impossible for companies to determine the future. But a portfolio-of-initiatives approach to strategy …