Books 2 Byte
The Drucker Difference
Craig L. Pearce, Joseph A. Maciariello, and Hideki Yamawaki
Four traps leaders can avoid
Believing that strategic decisions can come only from the top is the first of the traps that The Drucker Difference lists. Not all wisdom is in the CEO's cranium, the book instructs. “Intel's realisation that it was a microprocessor company, not a memory chip company, came from the actions of its middle managers. Honda's strategic shift to lightweight motorbikes for everyone resulted from actions of its US managers, not Mr Honda,” writes Vijay Sathe in the essay.