Source The Economist 1962, 1976, 1982 (1), 1984 and all its most lovable 1 2 future-history curiosities: Sample of valuetrue questions which journalists ask big leaders until they enjoy openly debating them in public:
  • Economics of Exponentials : What future exponential up or down do you see for this sector? how will you help people resolve vision conflicts ahead of time?
  • DoD's Q1 on valuing risk of network's as system*systems: How transparent are the boundaries of what your leadership system compounds? do you understnad risk analysis in a networked world enough to be sure that your company's silos will not unknowing put lives at risk on another side of the world?
  • Economics of Preneurs: Do you dramatise a preneurial model and map it for every knopwledge worker to conect through? if so which preneur revolution is your valuation goverance you spinning? what are the pivotal coordinates for your organsiation of productive & demanding relationships to sustain its truest purpose?
  • Inter-Citizens & Netizens EconomicsHow do we make leadership, innovation, and conflict resolution fun enough to be wholly open everywhere you walk and talk and listen and gravitate?
  • The Peoples Economics: What is your company doing that is so valuable for all peoples that you will never pay to promote it?
  • Future's Economics of Diversity & Co-Mentor Mapmaking sponsored by Global University: Who's the deepest voice of conscience of your sector's global consequences locally, and how well do you get on with her?

    Friday, November 11, 2005

    Tributes to Peter Drucker - from students of true management the world over

    Norman Macrae & Peter Drucker's 1935 crossroads in Moscow

    From India's Financial Express a remarkable testimony by GAUTAM CHIKERMANE
    Even at 95, Drucker was the youngest business, management, societal and economic thinker alive.One of the three things I wanted to do after I became financially independent was to work for Peter Ferdinand Drucker. Preferably in a job that allowed me to see how he worked, what he read, how he thought, and finally, how he translated them into articles and books that influenced top leaders and executives. Of corporations. Of non-profits. Of countries. He always seemed “just there, around the corner”, so there was no hurry. Yes, he was in his mid-nineties and the spectre of mortality did raise its head. But then, Drucker was so young, so vibrant, so full of new ideas. How could he age, leave alone die?

    posted by ... @ 5:40 AM 0 comments