Peter Drucker Forum
Are there anymore rebellious types like me that are going to the 11th PeterDruckerForum in Vienna in November? It could be cool to meet up with like-minded friends from other places to share our reflections:-)
Recently, a CEO told us something along the lines of this: "I am trying to set a bit of a frame for a remuneration conversation—for myself and other leaders. One way of talking about it is the ‘appropriate´ ratio of lowest to highest paid, from the front lines to CEO. I also recall you saying that if you ask employees what they think, the usual response is in the order of 6 to 8 times. Is my memory accurate? Are you aware of any empirical basis for this? Or have I made it up?!"
The vast majority of employers have been fiercely against the idea of remote work for ages. Before the pandemic hit, most companies lacked the trust and flexibility (and imagination, apparently) to believe it would benefit themselves and their employees.
Imagine a company that is future-proof and ready for the world after the COVID-19 pandemic. Imagine a company that is dynamic, risk-taking, adventurous, rapidly moving, entrepreneurial, sharing profits, flexible, and growing fast. This all sounds like a startup, right? Not necessarily. It can also be the characteristics of a subsidiary of a larger company. At least, that is what the case of Haier Germany shows us.