Bridging knowledge and action in management
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We had the privilege of attending the Global Peter Drucker Forum earlier this month, now in its 16th year. It was a timely opportunity to reassess the future of management. For leaders, it was more than just gaining fresh insights – it was about challenging ideas and being challenged in return. After all, a little provocation often sparks the best ideas. Without some friction, how can innovation truly thrive?
As we navigate a business environment increasingly shaped by technology, rapidly shifting workforce expectations, and evolving organizational dynamics, the gap between management knowledge and action has never been more glaring. So, the theme of this year’s forum, “The Next Management,” underscored the urgency of evolving our management practices to meet these new realities.
But, for me, the most striking takeaway wasn’t the new ideas being presented – it was the glaring contradiction between management solutions we already possess and the widespread failure to execute them. Peter Drucker’s principles on leadership, organizational structure, and efficiency are as relevant today as when they were first penned. Yet, many leaders continue to ignore or dismiss them. The real challenge is not discovering new strategies but applying what we already know.
Returning to the office
One of the more lively discussions centered on the topic of returning to the office (or ‘RTO’ to its friends) – an issue with sharply divided consensus. There are those with strong views on the impact this will have on employee well-being, while others focus more on performance and company profits. As with most complex topics, there’s no one-size-fits-all solution, and it is clear this debate is far from over. However, I believe no one should be fully remote 100% of the time without some eventual human interaction. Human connection is vital for building culture and sharing knowledge, so making a point of getting together periodically is imperative. My view is straightforward: ask yourself what problem you’re trying to solve.
- Why do you want your employees to return to the office?
- Is there a material reason why this would benefit your business?
- Does it apply to every role in the business?
These are questions every leader should be asking before making any significant changes. A flexible, context-driven approach to work is essential. What works for one organization may not work for another. Experiment and find the solution that works for your team.
Scaling talent development
Another pressing issue is scaling talent development and knowledge retention, or ‘knowledge work’, in Drucker’s terms. As many senior leaders near retirement, businesses face the very real risk of losing irreplaceable knowledge. While technology like AI can help, the real challenge isn’t about tools – it’s about data. AI is only as effective as the data it’s trained on, so organizations must focus on fostering a culture of knowledge transfer. We need to prioritize sharing insights across teams and ensuring that critical expertise is passed down, especially as workforce demographics shift.
Ultimately, the core message from this year’s forum is clear: while management wisdom is abundant, the real challenge lies in execution. The opportunity is in bridging the gap between knowledge and action. Leaders need to create environments where teams can thrive, ensuring they have the right tools, support, and structures to achieve meaningful results. That’s why we need these forums and these discussions. To remind ourselves not only of how to get better at business, but how to be better as people.
I encourage you to explore more sessions from the Forum on YouTube and see how these insights could apply to your own organization. It’s a great way to continue the conversation and gain a deeper understanding of the challenges – and opportunities – that lie ahead.
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