Why The Dumbest Idea In The World is Maximizing Shareholder Value - Forbes - Stephen Denning

“Imagine an NFL coach,” writes Roger Martin, Dean of the Rotman School of Management at the University of Toronto, in his important new book, Fixing the Game, “holding a press conference on Wednesday to announce that he predicts a win by 9 points on Sunday, and that bettors should recognize that the current spread of 6 points is too low. Or picture the team’s quarterback standing up in the postgame press conference and apologizing for having only won by 3 points when the final betting spread was 9 points in his team’s favor. While it’s laughable to imagine coaches or quarterbacks doing so, CEOs are expected to do both of these things.”

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The Death—and Reinvention—of Management - Stephen Denning

I am currently working on an article that synthesizes the thinking in a whole host of recent management books that propose the reinvention of management, including: Reinventing Management by Julian Birkinshaw, Reorganize for Resilience by Ranjay Gulati, The Power of Pull by John Hagel, John Seely Brown and Lang Davison, Delivering Happiness by Tony Hsieh, Peak by Chip Conley, Employees First, Customers Second by Vineet Nayar, Drive by Dan Pink, The Design of Business by Roger Martin, The Dragonfly Effect by Jennifer Aaker and Andy Smith, Empowered by Josh Bernoff and Ted Schadler, Open Leadership by Charlene Li, Enterprise 2.0 by Andrew McAfee, Succeeding with Agile by Mike Cohn, Buy-In and A Sense of Urgency by John Kotter, as well as my own book, The Leader’s Guide to Radical Management. While doing full justice to none of the books individually, I have taken a shot in the article at drawing out the common themes

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