Joseph Schumpeter came to the conclusion in his research that core value is generated only if innovation and “creative destruction” exists – destruction in the sense of being capable of breaking down old patterns, value systems and ways of thinking. This view is not necessarily new. Yet it is increasingly obvious today that system changes are more important than system improvements, and that such changes require certain management characteristics in a company environment.
Despite this basic finding, many managers continue to focus their work on improvements and not on changes of an innovative or “creative destructive” nature. The logic of preservation seems to dominate over the endeavor for change.
Ultimately, in practice, many management approaches are thus reduced to the use of mere rationalization or optimization techniques. Increased efficiency becomes the dictum. Unfortunately, this orientation, which is mostly defined by maximized profits, does not specify a direction. One desires the results (and thus the value increase) without implementing any of the actual catalysts, namely innovations and forward-thinking changes.

Knowing the insufficiencies of this management approach, it would seem sensible and even necessary to take a closer look at the central management question at hand: How do entrepreneurs and managers become leaders who are capable of inspiring employees to take the road less traveled? LOGIC IN MANAGEMENT >