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The Scandinavian-Welfare Myth Revisited (10th March 2010) 
Contributed by Chetan Parikh
Obama seems hell-bent on expanding the US welfare state at any cost, and of course no welfare-state debate is complete without bringing up the Scandinavian countries as the example of statism causing prosperity. A Strategy for the Right (10th March 2010)
Contributed by Chetan Parikh If we know what the Old Right was against, what were they for? In general terms, they were for a restoration of the liberty of the old republic, of a government strictly limited to the defense of the rights of private property. Inventive Progress (10th March 2010)
Contributed by Chetan Parikh When the American Revolution had its beginning, living conditions had scarcely changed since the reign of Nebuchadnezzar. The colonial woman gathered her own firewood and cooked over an open fire... On the Origins of Comics: New York Double-take - Brian Boyd (10th March 2010)
Contributed by Chetan Parikh Comics can have almost no mass and yet be the most mass of mass arts: Garfield has had up to 263 million readers a day. Comics constitute a new art, just over a century old, and usually an unusually accessible one. So what can evolution add to our understanding of comics? Greece to Press U.S. to Crack Down on ‘Speculators’ (10th March 2010)
Contributed by Chetan Parikh Greek Prime Minister George Papandreou will press President Barack Obama to help Europe combat “unprincipled speculators,” who he said have roiled markets and threaten a new global financial crisis. Cents and Sensibility: Why Marketing to Multicultural Consumers Requires a Subtle Touch (10th March 2010)
Contributed by Chetan Parikh
In an era of globalization and fluid national borders, advertising that appeals to cultural and ethnic identity has become a vital part of the corporate marketing arsenal. But new research shows how ethnic-oriented marketing can backfire and even turn multicultural consumers against a product or service if ad campaigns are perceived as aggressive or patronizing. The key? Tread carefully, says Americus Reed II, a Wharton marketing professor who teamed up for the research with Stefano Puntoni and Peeter Verlegh from Erasmus University's Rotterdam School of Management in the Netherlands.
Mistakes exposed as the tide turns (9th March 2010)
Contributed by Chetan Parikh Economic activist Nassim Taleb has written a couple of bestsellers containing countless examples of how, when it comes to money, it's better to be lucky than brilliant. Often, business mediocrities have been massively rewarded through factors other than their own talent. Taleb is not the only one to make a strong case that many of those earning large executive salaries have done so because of being in the right place at the right time rather than the possession of any special talents. Trade Deficits and Fiat Currencies (9th March 2010)
Contributed by Chetan Parikh There is a definite connection between fiat currencies and trade deficits. Critics of the Federal Reserve are right to blame it for distorting trade flows and setting the US economy up for an inflationary crash. The Global Debt Crisis (9th March 2010)
Contributed by Chetan Parikh As the ominous example of Japan shows us, soaring debt levels (resulting from fiscal stimulus and low growth) and financial forbearance (socializing private losses) is not a recipe for economic success.
Self-Ownership (9th March 2010)
Contributed by Chetan Parikh By no process of the mind can the owner of the slave cause the slave to flex a single muscle. The only process open to the slave owner is to impose force or the threat of force. Philosophers Rip Darwin (9th March 2010)
Contributed by Chetan Parikh Last year was the 200th anniversary of the birth of Charles Darwin and the 150th anniversary of the publication of his book, On the Origin of Species by Means of Natural Selection, or the Preservation of Favoured Races in the Struggle for Life. The anniversary was marked by conferences the world over. I will not tell you how many I attended; ecologically sensitive readers of The Chronicle might start whining about carbon footprints and that sort of thing. Let me just say that I found myself going no fewer than three times through the Quad City International Airport, in Moline, Ill. Moline! Timothy Geithner: Inside Man (9th March 2010)
Contributed by Chetan Parikh LAST OCTOBER, on the day after the Dow Jones Industrial Average climbed above 10,000 for the first time since the economy had collapsed a year before, Timothy Geithner appeared at a conference put on by The Economist, deep in Manhattan’s financial district. Geithner was then, and remains, an enormously disputed figure for his central role in shaping the government’s response to the crisis, first as president of the New York Federal Reserve Bank and now as President Obama’s Treasury secretary. In some quarters of Washington, he is viewed as a fully housebroken abettor of Wall Street, the man who, from his perch at the Fed, conspired with Henry Paulson, the previous Treasury secretary and former chairman of Goldman Sachs, to sluice trillions of taxpayers’ dollars to what were once called “the malefactors of great wealth.” The Age of Soros (9th March 2010)
Contributed by Chetan Parikh WHEN THE legendary US financier and speculator George Soros speaks, people tend to listen, if only because of the many fortunes he has made by not following the herd. He has many views that fall outside mainstream opinion which have made him a very wealthy man. E-textbooks: The New Best-sellers (9th March 2010)
Contributed by Chetan Parikh While some students may be using notebooks or netbooks to read textbooks these days, some experts predict that within the next 10 years, most U.S. college students -- and many high-school and elementary-school students as well -- will probably be reading course materials on an electronic device instead of in a paper book. And that will have a broad impact on students and teachers, not to mention the $9.9 billion textbook-publishing business. 'Badge' Value: Finding and Promoting Products That Inspire Customer Loyalty (9th March 2010)
Contributed by Chetan Parikh Alex Panos and his colleagues at TSG Consumer Partners, a San Francisco-based investment fund, believe that consumers will always be interested in products that enhance their lives, even if it means paying more than they have in the past. That philosophy has brought impressive results for TSG primarily in the beauty, food and beverage areas. Panos, who joined the 23-year-old firm in 1998, spoke with Knowledge@Wharton about the company's strategy, why it favors family-owned businesses, where to find opportunities in a recessionary economy and how to build up a brand, among other topics. Big bank oversight to stay with Fed (9th March 2010)
Contributed by Chetan Parikh While attention has been focused on an argument between Democrats and Republicans over the powers and location of new consumer protection functions, which may also be housed within the Fed, other elements of regulatory reform – deemed more important by many institutions and policymakers – are close to fruition. A new “resolution” regime to deal with failing, but systemically important, institutions would allow the government to wind up a company quickly to avoid contagion spreading through the financial system. The Global Debt Crisis (9th March 2010)
Contributed by Chetan Parikh So far the looming sovereign-debt crisis — i.e., the series of fiscal crises around the world leading to calls for restructuring of public debt and to the potential of outright defaults — has made itself felt most strongly along the periphery of the world economy, not the least along the rim of the European Union. It has been at the forefront of political events in Greece. Garet Garrett's Invaluable Lesson (8th March 2010)
Contributed by Chetan Parikh The current fiscal situation is not unprecedented. High public and private debt has been the bane of large governments for the entirety of written history. Garet Garrett explains the problem and solution. Krugman Fails to "Get It" on Japan (8th March 2010)
Contributed by Chetan Parikh It never occurs to Krugman that the policies of high leverage and of gambling on inflated asset values would not happen systematically if government were not acting behind the scenes. The Inflationist View of History (8th March 2010)
Contributed by Chetan Parikh With an inflationary or deflationary policy, a government does not promote the public welfare, the commonweal, or the interests of the whole nation. It merely favors one or several groups of the population at the expense of other groups. Wisdom is a tree (8th March 2010)
Contributed by Chetan Parikh Wisdom is a tree. The attributes of wisdom are its fruit. As man knows the attributes of wisdom man tries to teach these attributes. It is very difficult and frustrating to cultivate these attributes because it is the same as trying to produce bananas without the banana tree. Cultivate the tree and the bananas will emerge automatically.One must be fully trained to play the game of life to the best of one’s fully developed potential. While the world is focused on researching and refining ways of how to develop one’s regular intelligence potential one’s other equally important emotional intelligence potential is more or less neglected. And as result most people live their lives struggling with a partially developed emotional intelligence potential. By the time experience grinds down this gap in potential they are ready to retire having missed out on playing the game of life as it is supposed to be played in full prime of life. Dan Ariely Recommends A Behavioral Story: Mine (8th March 2010)
Contributed by Chetan ParikhWhat is neuroeconomics? (8th March 2010)
Contributed by Chetan Parikh Neuroeconomics tries to bridge the disciplines of neuroscience, psychology, and economics. I think of economics and psychology as really, in some sense, one discipline. Green Evolution: Managing the Risks, Reaping the Benefits (8th March 2010)
Contributed by Chetan Parikh Recognition of the importance of green issues for business is going mainstream. Organizations are responding to pressure from regulators and customers regarding greenhouse gas emissions by finding ways to make many sustainability efforts pay for themselves through lower energy and water use, and by adopting product lifecycle analyses. At the country level, solid progress continues in reducing greenhouse gas emissions, although no binding agreements emerged from the recent Copenhagen conference. In this special report, a collaboration between the Initiative for Global Environmental Leadership (IGEL) at Penn/Wharton and Knowledge@Wharton, experts look at the many challenges and potential rewards as the evolution towards greater sustainability speeds up. Empty Pockets: What Does the Greek Debt Dilemma Mean for the Global Economy? (8th March 2010)
Contributed by Chetan Parikh Fear is growing that Greece may default on a massive pile of debt, creating a ripple effect of problems throughout Europe and beyond. Following pressure from the European Union and the European Central Bank, the Greek government on March 3 announced a new round of austerity measures that include spending cuts and tax increases which critics fear will harm Greece's economy. Meanwhile, Wall Street banks are facing scrutiny for the complex financial instruments they used to allegedly disguise the country's real debt. What caused Greece's debt problem to spin out of control? And what steps should it take to remedy the situation? Wharton finance professors Richard Herring and Itay Goldstein weigh in.
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Firing new shots (20th April 2007)
Contributed by Chetan Parikh
Using lasers to trigger fusion could prove cheaper than other techniques Two Technology Executives, Two Views of the Virtues/Perils of Connectivity (12th April 2007)
Contributed by Chetan Parikh When Robert Carter looks over the connected world of online communities that many experts call Web 2.0, it is hard for Carter -- the chief information officer and executive vice president of global shipping giant FedEx Corp. -- to curb his enthusiasm. Al Nugent, the chief technology officer for computer giant CA, surveys the same universe and sees similar promise but worries more about the increased risk of an operational meltdown and the rise of new security concerns. Both men spoke at the recent Wharton Technology Conference 2007. India’s Edge Goes Beyond Outsourcing (4th April 2007)
Contributed by Chetan Parikh Outsourcing is breaking out of the back office. Out of the dusty labs (3rd March 2007)
Contributed by Chetan Parikh Technology firms have left the big corporate R&D laboratory behind, shifting the emphasis from research to development. Does it matter? Netcore CEO Rajesh Jain: 'In India, the Future of the Internet Will Be Built around the Mobile Phone' (20th October 2006)
Contributed by Chetan Parikh Seven years ago, Rajesh Jain ignited a dot-com storm in India when his portal, IndiaWorld, was sold to Sify, an Internet service provider, for $115 million. Today, he is CEO of Netcore, a Linux-based messaging software firm, and also maintains an active blog, emergic.org. Jain met with Knowledge@Wharton at his offices in Mumbai to discuss how mobile phones could hold the key to the Internet's evolution in India and other emerging economies. Language barriers (21st August 2004)
Contributed by Chetan Parikh Can a concept exist without words to describe it? Nanotech Gets Down to Business If the excitement at New York's NanoBusiness Conference is any guide, future historians will declare early 2003 to be nanotechnology's tipping point, the pivot on which the industry slid from "not quite ready" to "raring to go."
The Future of Nanotechnology: Molecular Manufacturing The future generations of nanotechnology will rely on being able to effectively arrange atoms. Molecular manufacturing, and the use of molecular assemblers to hold and position molecules, will be key to the future, controlling how molecules react and allowing scientists to build complex structures with atomically precise control. In this essay, Dr. Drexler discusses the benefits and challenges of future molecular manufacturing.
The Telecosm Party. "The story of Qualcomm's CDMA written by George Gilder".
Tech futurist George Gilder talks stocks. "Gilder's theory hinges on a broad and quirky worldview. In an era of material abundance, he says, there are two scarcities that will drive the development of technology. One is a physical limit--the speed of light--and the other is a biological limit--the human lifespan." In Search of Innovation In an era of unrelenting competition, innovation has become a priority for corporations, institutions and nations. Heightened interest is spurring widespread efforts to analyze what underlies the process and assess how firms and countries are doing, because good measurement is central to effective management. Meet the researchers bent on prying the lid off innovation's black box.
Being Wireless. Nicholas Negroponte explains why Wi-Fi "lily pads and frogs" will transform the future of telecom. Surviving the Fibre - Optic Fire Sale. In once-booming telecom country, bankruptcies are up, and assets are up for grabs. Level 3's Jim Crowe surveys the wreckage. Nicholas Negroponte: The Innovation "Void" MIT s Media Lab founder
laments a growing lack of creativity, as seen in bad design and hard-to-use
devices Why the future doesn't need us Contributed by Bill Joy Our most powerful 21st-century technologies - robotics, genetic engineering, and nanotech - are threatening to make humans an endangered species. A must read for everybody interested in knowing more about where we're headed. Miss it at your own peril. And for all you guys at Dalal Street trading paper, the Capital Markets may just not exist in a few years! It's a nineteen-page article, and we'd recommend that you read every word of it. It may take a few seconds for the page to download, but its well worth the wait. Take our word for it… From one of the most respected technology gurus An Excellent Article An excellent article about the so called tech downturn. The author feels this is merely a pause-to-catch-breath phase and there is lots more to be done. Sure, dotcom valuations have fallen, with even frontrunners like Yahoo! Losing 76 % of its value. Sure, venture capitalists are tightening their purse strings. Sure HTML has reached the limits of it can do, but is giving way to another language XML. But, concludes the article, there's no turning back Physician, Wire Thyself. "The article visualises the impact of handheld devices on health care industry." Stumbling Onto The Future. "Quite an interesting description of important inventions in the last two centuries." No, This Man Invented The Internet. "The story of the inventor of the internet." Impatient Pendulum. "When the author was a child, the pendulum swung even slower. It was longer then, too. It was shortened (and therefore quickened) in one of those paradoxical compromises of museum management: People stood mesmerized for so long that they blocked the flow of traffic. This speedup of an icon of slowness is symbolically fitting. The tempo of life has quickened." 5 Patents to Watch.
A handful of hot
new patents that may
change the way business and technology get
done. Distributed Computing.
The future of big
computing may lie in
distributing the work. Edible Vaccines.
Vaccines you eat
will make immunization
less painful and more accessible
worldwide. Raman Amplification.
New Raman
amplifiers are key to
building an all-optical Internet. Tissue Engineering.
Tissue engineering
promises to repair
and even replace damaged body parts.
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The Drucker School of Management Honored as an 'Excellent Business School' by Eduniversal (24th April 2009)
Contributed by Chetan Parikh
The Peter F. Drucker and Masatoshi Ito Graduate School of Management was recognized as an “Excellent Business School” by EDUNIVERSAL, an organization that helps students choose the best business schools worldwide. The Drucker school was honored to be among the 1,000 selected business schools in the world because of its strength in the US and international influence. Peter Senge (21st November 2008)
Contributed by Rohan M. Shah Peter Senge (born 1947) studied aerospace engineering at Stanford University before moving into the field of organisational behaviour and becoming director of the Centre for Organisational Learning at MIT’s Sloan School of Management. He is credited with developing the idea of the learning organisation, based on his study of social systems and the relationship of the whole to its constituent parts. A learning organisation, he once said, “is continually expanding its capacity to create its future”. Economic Depressions: Their Cause and Cure (3rd October 2008)
Contributed by Chetan Parikh We live in a world of euphemism. Undertakers have become "morticians," press agents are now "public relations counsellors" and janitors have all been transformed into "superintendents." In every walk of life, plain facts have been wrapped in cloudy camouflage. Peter Drucker's "Unfinished Chapter:" (6th August 2007)
Contributed by Abhay Bhagat The influence the CEO has on people--individually and collectively. Management: A movie guide (6th July 2007)
Contributed by Chetan Parikh I've read about shamrock organisations, horizontal organisations and federal organisations. I've read about intelligent enterprises and spider-web organisations. The most-quoted management guru Peter Drucker said that managing an information-based organisation is more like conducting a symphony orchestra than running a business on traditional lines. Others have compared it to running a jazz combo, and then there are those who say it's like running a sports team. Q&A with management guru Jim Collins (18th June 2007)
Contributed by Abhay Bhagat The bestselling author answers our readers' questions about business, leadership - and mountain climbing. Beware the 'Walking Dead': Analyzing Customer Data from a Multi-Service Firm (14th June 2007)
Contributed by Chetan Parikh Think of them as the "walking dead," a type of customer who currently maintains service with a particular company, but whose next action will most likely be to discontinue that relationship, according to a new study that examines how the customers of a telecommunications firm acquire and discard services over time. The paper -- "Modeling the Evolution of Customers' Service Portfolios," by Wharton marketing professors Peter Fader and Eric Bradlow and a former Wharton PhD student -- focuses in part on whether it is possible to predict future purchasing patterns by looking at past buying behavior.
At 3M, A Struggle Between Efficiency And Creativity (4th June 2007)
Contributed by Abhay Bhagat How CEO George Buckley is managing the yin and yang of discipline and imagination Here Today, Discounted Tomorrow: Strategic Shoppers Know When to Buy, and at What Price (1st June 2007)
Contributed by Chetan Parikh Some shoppers just can't help themselves and buy mostly on impulse without regard to price. Others are die-hard bargain hunters, who only open their wallets for a discount. Then there are the strategic consumers, who are willing to buy full-price sometimes, but at other times they will wait for a bargain. According to new research by Gérard P. Cachon, professor of operations and information management at Wharton, and doctoral student Robert Swinney, it's these customers that retailers need to focus on in order to reap the full benefits of lean retail inventory management and variable pricing. Marketers For Charity: Peter Drucker (1st June 2007)
Contributed by Chetan Parikh Few have had as great an impact on the business world as Peter Drucker. So, it is more than fitting to have his work amplified on Branding Strategy Insider during this years Marketers For Charity effort.
The best business books of all time? Here are the choices of our panel of CEOs and experts (25th May 2007)
Contributed by Chetan Parikh Robert Bruner still remembers the first book he read as a manager. It was 1988, and Bruner, now the dean of the Darden School of Business at the University of Virginia, was an up-and-coming professor, respected for his work in finance. But he'd never managed people before. And when he was charged with overseeing the first year of the school's M.B.A. program, Bruner began to struggle.Under fire, Bruner scrambled for guidance. He found it in Peter Drucker'sThe Effective Executive. In the book, published two decades earlier, the dean of management thinkers—known for his study of GM under Alfred Sloan—offered advice to managers burdened with exactly Bruner's problems. Strategies: Pray for a public buyer (21st May 2007)
Contributed by Chetan Parikh If you own stock in a company that is ripe for takeover, you should hope the company is not acquired by a private equity firm. A New Take on Corporate Governance and Anti-Corruption Crusades (18th May 2007)
Contributed by Chetan Parikh Most people assume that good corporate governance benefits shareholders, and that corruption in a banking system should be rooted out. But just how much benefit does a company really get when it improves its accounting and puts a few outsiders on its board of directors? And when does an anti-corruption crusade start to backfire, causing a chilling effect that denies loans to credit-worthy borrowers? India offers a chance to study both questions, which were the subject of papers presented at a global conference on India's Financial System held in April at Wharton. The conference was organized by Wharton's Financial Institutions Center with the Centre for Analytical Finance at the Indian School of Business in Hyderabad and the Stockholm-based Swedish Institute for Financial Research.
Adobe's Shantanu Narayen: India and Other Emerging Markets Are Going to Drive Trends in Software Evolution (18th May 2007)
Contributed by Chetan Parikh While a number of Indian IT companies are expanding globally, several major U.S. IT firms are increasing their presence in India. Among them is Adobe Systems, which views India as an important development center and a growing market for its products. In the second of a two-part interview with Knowledge@Wharton, Adobe president and chief operating officer Shantanu Narayen discusses the company's strategy regarding India and global expansion. In the first part of the interview, published in Knowledge@Wharton, he talks about Adobe's product strategy for the emerging trend of rich Internet applications.
Shantanu Narayen on Adobe's Future Direction: Product Strategy for the Next Generation of the Web (17th May 2007)
Contributed by Chetan Parikh A key element of what has been called "web 2.0" -- along with ideas such as user-generated content and social networks -- is the concept of "rich Internet applications," which use the web as a platform for innovative types of online experiences. A new generation of Internet-connected applications is beginning to emerge led by such companies as Adobe Systems. Knowledge@Wharton recently interviewed Adobe president and COO Shantanu Narayen about the company's latest product introductions. In the second part of this interview, published in India Knowledge@Wharton, Narayen talks about the key role that India will play in the company's global growth strategy.
Fresh takes on Peter Drucker (12th May 2007)
Contributed by Chetan Parikh IN the past business in China has been predominantly driven by the all-pervasive guanxi or relationships - be it family ties, friendship, or a set of official favors and reciprocation that keep the wheels turning.
Life, not seminars, molds leaders (8th April 2007)
Contributed by Chetan Parikh Here comes a truly worthwhile look at leadership, "True North: Discover Your Authentic Leadership," by Bill George with Peter Sims.
Big Winners: Hitting That 'Sweet Spot' of Success Year After Year (2nd March 2007)
Contributed by Chetan Parikh Alfred A. Marcus, a professor at the University of Minnesota, Carlson School of Management, reviewed detailed performance metrics for the 1,000 largest U.S. corporations, identifiying the 3.2% that have consistently outperformed their industries for a full decade. In his book, Big Winners and Big Losers: The 4 Secrets of Long-term Business Success and Failure (Wharton School Publishing), Marcus explains the strategies these companies followed, how they found opportunities in markets that others didn't see, and how they managed the tension between agility and discipline. Below is an excerpt from Chaper Seven, titled "Focus." How Corporate America Came to Recognize Diversity, One Pepsi at a Time (2nd March 2007)
Contributed by Chetan Parikh In 1949, an African-American marketing executive for the Pepsi-Cola company named Edward F. Boyd attended a performance of Arthur Miller's Death of a Salesman. By his own account, Boyd was moved to tears by the play and its echo of his own experiences and disappointments as a salesman in mid-20th century America. Yet Boyd's role in Pepsi's pioneering venture to tap the African-American market by employing African-American sales personnel is a story of triumph, as related in a new book titled, The Real Pepsi Challenge: The Inspirational Story of Breaking the Color Barrier in American Business, by Stephanie Capparell. Corporate Governance in India: Is an Independent Director a Guardian or a Burden? (9th February 2007)
Contributed by Chetan Parikh Many Indian companies -- with a few exceptions -- are owned or controlled by business families. This poses a special challenge for corporate governance. According to Wharton management professors Jitendra Singh and Michael Useem, a crucial issue is the approach that the family member who heads the company takes towards independent directors. In well-managed companies, independent directors are viewed as partners of management and as outside guardians whose job is to make sure that management stays focused on delivering shareholder value. Other companies, however, might consider independent directors to be a burden that has to be borne mainly to satisfy regulatory rules for compliance. In this second half of a two-part discussion on corporate governance in India, Singh and Useem discuss these issues and more with India Knowledge@Wharton.
Management guru Ram Charan on leadership (1st February 2007)
Contributed by Chetan Parikh Business author and consultant Ram Charan lists the qualities successful leaders possess in Know-How: The 8 Skills That Separate People Who Perform From Those Who Don't. Here is an excerpt. How G. R. Gopinath Got Air Deccan to Fly (27th January 2007)
Contributed by Chetan Parikh Air Deccan's story ... is the story of the new India, the India of possibilities," according to G.R. Gopinath, the founder of India's first low-fare airline. After India liberalized its economy in the early 1990s, Gopinath met a former Army colleague, a pilot who was out of work -- one of hundreds of pilots who needed jobs. The meeting gave him the idea to launch a helicopter company, "because I felt the ecology was right." Starting with one helicopter, Gopinath went on to build Air Deccan, India's second largest airline with 40 aircraft that fly to 60 destinations around the country. In an interview with India Knowledge@Wharton, Gopinath discussed the beginnings of his entrepreneurial journey.
Corporate Governance in India: Has Clause 49 Made a Difference? (27th January 2007)
Contributed by Chetan Parikh The Securities and Exchange Board of India, or SEBI, took a major step toward improving standards of corporate governance a year ago when it asked Indian firms above a certain size to implement Clause 49 -- a regulation that strengthens the role of independent directors serving on corporate boards. Have these steps made a difference to corporate governance in Indian firms? In the first of a two-part interview, India Knowledge@Wharton spoke about these issues with professors Jitendra Singh and Mike Useem of Wharton's Management Department, who, with their colleague Harbir Singh, are putting together an Executive Education program in Mumbai on Corporate Governance in India. Griswold to receive Drucker Award (3rd January 2007)
Contributed by Chetan Parikh Once a year the Brown County Chamber of Commerce and Fifth Third Bank recognize an exceptional local business or individual with the Peter Drucker Award of Distinction. Fifth Third Banks of Southern Ohio sponsors the Drucker Award, an honor given only to those individuals with a clear record of outstanding leadership, quality management skills and, above all, a successful vision for ever-changing communities. The management dilemma (20th December 2006)
Contributed by Chetan Parikh "So much of what we call management consists in making it difficult for people to work." - Peter Drucker, Business Thinker (1909-2005)
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