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
The first principle is that no one is a good judge of people. Some individuals have more insight into others than most, but even those with great experience do not rely on it. Their competence lies in knowing how often one can be misled by impressions and intuition. The risk associated with personnel decisions is
