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1% inspiration, 99% perspiration. This was the guidance my chemistry teacher gave me when I finished Year 10 and moving into making bigger decisions about career and next steps. At that time, I considered it to be a nice chemical equation. Over time, I realised the value of it. The
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A key part of Executive decision-making isn't just about confidence; it's also about admitting I don't know. See, I don't know is quite powerful. As the world evolves with technology, consumer needs, and climate change, these external factors seep into the organisation&
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Exploring the critical role of constructive disagreement in corporate decision-making
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We recently discussed the concept of "what does customer mean" in non-profits, healthcare, and government sectors, and how it differs from the private sector. Julie Goods, an HR leader and friend from Adelaide, raised a thought-provoking point: Should not the primary customer of a business be its employees?
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In the pursuit of value creation, organisations across sectors often use the term "customer" broadly. However, this one-size-fits-all approach overlooks the nuances of non-traditional business settings. Language matters. And customer is an overused in one sense and a charged word in another sense. For example, in the social
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In the world of business strategy, few thinkers have left as indelible a mark as Peter Drucker. With his keen insights into organisational behaviour and his unwavering focus on the customer, Drucker redefined what it means to run a successful enterprise. If you have not yet subscribed, join 900+ subscribers
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Four Marketing Lessons from Drucker: 1. Buying customers doesn’t work: Drucker means here that don’t spend crazy amounts on marketing or discounting that you cannot make money on the product. 2. How to define the market?: Dont’t ask what is the market for ‘X’, ask What is
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Happy Tuesday, everyone! I hope you enjoyed your long weekend here in Adelaide. Last week, we explored Peter Drucker's insightful questions for organisational transformation. These questions challenge us to assess our current business ("What is our business?"), explore emerging trends ("What will it be?"
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Peter Drucker was a master of asking insightful questions. His approach cut through the noise and helped businesses navigate uncertainty. Three of his most powerful questions are particularly relevant today : 1. What is our business? (Traditional Focus) This question prompts an honest assessment of your current business model, market position,
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To kickstart this newsletter, I have spent the last few weeks going through introducing the Theory of the business, the importance of assumptions, how your abilities can become disabilities and recently the four tests of theory of the business to keep it alive. I thought that this was important to
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How do we know the Theory of Business is valid? At the end of the day as leaders we make assumptions, and we make decisions. This is key. We work with uncertainty daily. This is the start of our work. Drucker understood that clearly. Here is his simple summary of
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“Who takes care of the social challenges of the knowledge society?”