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Articles by Stephen Denning
Aberrant Capitalism
Those who confuse entrepreneurship and management close their eyes to the economic problem. The capitalist system is not a managerial system; it is an entrepreneurial system. Ludwig von Mises (Mises, Human Action 1998) Capitalism is the economic system associated with the greatest increase in human well-being in all of history. Many observers have used per capita income as the proxy for human well-being and depicted its increase graphically to give it a special impact.
How Tesla’s management innovations operationalize its “Deep Purpose” to save the planet
Abstract Purpose Instead of merely adding a socially popular mission to its existing business goals, Tesla’s CEO Elon Musk has innovated its operations by working backwards from its mission of saving the planet by making and selling a vast number of electric cars in order to help remove a principal cause of an approaching global environmental disaster.
Recognizing and outmaneuvering the resistance to digital transformation
Abstract Purpose The author reports on the chief obstacle to successful digital adoption, the resistance to change the fundamental way a firm is managed—one requiring a transformation from industrial-era management to digital-age thinking and management. Design/methodology/approach The author explains that it has become increasingly apparent that the most successful firms at digital transformation are being run very differently from industrial-era management practices.
Why customer primacy must become the driver of performance at JP Morgan
Abstract Purpose Investors balked when JP Morgan Chase bank planned to spend heavily on technology. They understood that to succeed in digital, JPM needs to base its strategy on what unique benefits customers will get now and in the future from its digital banking services. Design/methodology/approach JPM must rethink how banking can be re-invented to improve customers’ lives, using the new capabilities of digital.
How measurement makes “Deep Purpose” work
Citation Denning, S. (2022), "How measurement makes “Deep Purpose” work", Strategy & Leadership, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/SL-04-2022-0034 Publisher : Emerald Publishing Limited
Crafting a performance-focused strategy of “Deep Purpose”
Abstract Purpose Research has found that firms with deep purpose treat purpose as an existential intention that informed every decision, practice and process. They adopted purpose as their operating system, perceiving it as a vital animating force. As a result, they navigated the tumultuous terrain of multi-stakeholder capitalism far more adeptly than most, increasing value for all stakeholders, including investors, over the long-term.
In the digital age, the combination of technology and radical management practices drive competitive advantage
Abstract Purpose The author asserts that Gary Hamel’s decade-old prediction of an oncoming avalanche of ‘radical management innovations’ has come true. They are already staring us in the face, not in a couple of tiny obscure foreign firms, but in the success of the most valuable firms in the world.
A powerful diagnostic tool for 21st Century management
Citation Denning, S. (2021), "A powerful diagnostic tool for 21st Century management", Strategy & Leadership, Vol. 49 No. 1, pp. 3-9. https://doi.org/10.1108/SL-12-2020-0161 Publisher : Emerald Publishing Limited Copyright © 2021, Emerald Publishing Limited Please note you do not have access to teaching notes You may be able to access teaching notes by logging in via Shibboleth, Open Athens or with your Emerald account.
How to Cut Orange Wedges, Slices, and Twists for Cocktails
We use cookies to make wikiHow great. By using our site, you agree to our cookie policy. Okay ✖ X This article was co-authored by Stephen Denning. Stephen Denning is a licensed bartendar and a dedicated wikiHow community member and contributor who is passionate about creating various drink recipes. He has been contributing to articles on wikiHow since 2015. There are 19 references cited in this article, which can be found at the bottom of the page. This article has been viewed 8,310 times.
The Financial Times recommends The Age of Agile
The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, Big companies pour much effort into working out how to innovate and behave like smaller, entrepreneurial groups, and "agile" management is one of the keys, according to Denning. The former World Bank executive looks deeply at companies from Barclays to Microsoft to see how they are applying lessons from the world of start-ups and Silicon Valley.
Dancing with Systems - The Systems Thinker
People who are raised in the industrial world and who get enthused about systems thinking are likely to make a terrible mistake. They are likely to assume that here, in systems analysis, in interconnection and complication, in the power of the computer, here at last, is the key to prediction and control. This mistake is likely because the mindset of the industrial world assumes that there is a key to prediction and control. I assumed that at first, too.
Business Agility Webinar: Episode 9
Steve Denning writes about radical management, leadership, innovation and narrative. His most recent books are The Age of Agile (2018), The Leader’s Guide to Radical Management (2010), The Leader’s Guide to Storytelling (2nd ed, 2011) and The Secret Language of Leadership (2007). He consults with organizations around the world on leadership, innovation, management and business narrative. At the World Bank, he held many management positions, including director of knowledge management (1996-2000).
Business Agility Webinar: Episode 8
In this webinar, Steve Forte will give a no-holds-barred presentation about what’s really going on in Silicon Valley and the venture capital world and the relation to Agile. He will give his take on current trends in tech today, including finance, regulation, AI, crypto, and AR/VR. About Steve Forte: He is a co-founder and Managing Partner of Fresco Capital.
Business Agility Webinar: Episode 7
In this webinar, Ahmed Sidky from Riot Games will be presenting on Business Agility Innovations and Experiments at Riot Games. At Riot Games, we aspire to be the most player-focused game company in the world. Among many other things, this means that we are constantly innovating our Riot Operating System (aka “How We Work”) to enable us to deliver greater value to players by being agile and responsive.
Reinventing Capitalism in the Digital Age
Hostname: page-component-5d6d958fb5-mt5cb Total loading time: 1.865 Render date: 2022-11-20T15:13:51.838Z Has data issue: true Feature Flags: { "shouldUseShareProductTool": true, "shouldUseHypothesis": true, "isUnsiloEnabled": true, "useRatesEcommerce": false, "displayNetworkTab": true, "displayNetworkMapGraph": false, "useSa": true } hasContentIssue true Published online by Cambridge University Press: Summary This Element examines the current crisis of capitalism's legitimacy and concludes...
Business Agility Webinar: Episode 3
Joining us for this webinar will be Hendrik Esser, Manager Special Projects and Operations at Ericsson. He has over 20 years of leadership experience in Product development, ranging from small (20 people) to very large (10000 people) organizations. He is a thought-leader in evolving organizations and one of the drivers behind Ericsson’s lean and agile transformation.
Business Agility Webinar: Episode 1
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Should We Change the Agile Manifesto?
Is Agile still Agile? That was the interesting topic for a panel discussion at Agile Europe in Gdansk in June. A great discussion ensued with a panel that included Ray Arell (formerly Intel), Hendrik Esser (Ericsson), Steve Holyer (independent Agile coach), Todd Little (IHS) and myself. In part 1 of this article, I reviewed one huge conclusion: Perhaps the most important thing in Agile is not explicitly mentioned in the Agile Manifesto: The Agile mindset.
What's Missing In The Agile Manifesto: Mindset
Is Agile still Agile? That was the intriguing topic for a panel discussion at Agile Europe in Gdansk last week. The panel included Ray Arell (Intel), Hendrik Esser (Ericsson), Steve Holyer (independent Agile coach), Todd Little (IHS) and myself. Among the conclusions: The most important thing in Agile today is not even mentioned in the Agile Manifesto: an Agile mindset. Here are some excerpts from the discussion.
Stories in the Workplace
Capture employees' attention during change-or when they need a change in mind-set. Think back to when you were learning the ropes as a manager. Do you recall anyone mentioning storytelling as being relevant to the tough-minded discipline of management? Most likely, if anyone dared raise the subject, it would have been dismissed with labels such as "soft," "fuzzy," "squishy" or "emotional." That was yesterday.
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