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Dear Friend,
For more than a decade, the Drucker Institute has asked a question that Peter Drucker spent much of his life exploring: What makes an organization truly effective? Drucker distinguished between efficiency, doing things right, and effectiveness, doing the right things. He understood that financial performance alone could not tell us whether an organization was satisfying its customers, developing its people, innovating to endure, or operating with social responsibility. This month, we are announcing the next chapter in our research. In December, we will introduce the Drucker Institute 100, recognizing America’s most effective publicly traded corporations. The new name is only part of the story. Our Data Innovation Team has rebuilt key parts of how we measure effectiveness, and the work has changed what we can see. Some of what we had been measuring for years turned out to be something different than we thought. And the team has taken on a question every leadership team eventually faces: with limited resources, should you double down on your strengths or fix your weakest area? Read “What Makes an Organization Effective?” for a first look at what we found, and to request an invitation to our December briefing. For Drucker, management was never only about improving performance for its own sake. It was about strengthening the institutions on which a functioning society depends. Our ambition is not simply to identify America’s most effective organizations. It is to help more organizations become effective. That is the work ahead, and I hope you will join us.
Warmly,
Michael Kelly.
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