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The Power of Dissent: How Disagreement Drives Better Decisions (in the Boardroom and Beyond)
Exploring the critical role of constructive disagreement in corporate decision-making
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Newsletter
Rethinking the Customer: An Employee-First Approach
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
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Redefining "Customer" in the Social, Public, and Healthcare Sectors
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
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"The Purpose of a Business is to Create and Keep a Customer": Drucker's Wisdom Meets Design Thinking
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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Drucker Thursday: Four Marketing Lessons
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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Drucker's Questions & The Three Horizons: A Framework for Strategic Transformation
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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Drucker's Timeless Questions: A Roadmap for Business Transformation
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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Drucker Thursday : Synergy of Assumptions
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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Is Your Business Strategy Built on Quicksand? 4 Questions to Stress-Test Your Assumptions
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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Drucker Thursday: The Social Sector
“Who takes care of the social challenges of the knowledge society?”
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Mission (Im)Possible: How Apple and Microsoft's Purpose Shaped Their Destinies
The Role of a Specific Mission in Organisational Success After discussing the core Theory of the Business, how your assumptions can create space for wrong decisions, and how your capabilities can become disabilities, we come to the third key aspect – the specific mission of your organisation. According to Peter Drucker,
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Drucker Thursday: Examples of Reinventing yourself
A few weeks ago, we discussed the importance of Reinventing Yourself in Drucker Thursday. A few of my readers are wondering how to do it if you are in your later stages of your life, whether you see that as set after 40s or 50s or 60s. In my mid-