Looking Back at Oneself Effective leaders take time at the beginning of the year for an honest review. They ask themselves: What were my goals? What did I achieve – and what not? Why? What did I do well? Where did I make lazy compromises? Which opportunities did I miss? What did I overlook? What
Management is often mistakenly understood as the art of becoming rich, famous, or powerful. Professional management has as little to do with that as a cheap TV crime show has with real police work. There is fundamental confusion about what management is, what it should be, and what it must not be. Many definitions are
The growing complexity of today’s environment compels top management to operate on a higher level of effectiveness. Either it establishes the steering and regulatory capabilities required by the natural dynamics of complex systems, or it fails under their force. The decisive conditions driving this development are already in place: Complexification is a present reality. With
1. The complex systems of the 21st century have emerged from the achievements of the ways of thinking and methods of the 20th century, but they can no longer be managed with these, because the systems have globally become too complex for them. 2. The 21st century has already brought a more radical transformation in
