pyramid to dna

Career work plan development

For the time being this page is in need of a major rework. See below ↓ instead

The following ↓ is a condensed strategic brainscape that can be explored and modified to fit a user’s needs


The concepts and links below ↓ are …

major foundations ↓ for future directed decisionS

aimed at navigating

a world constantly moving toward unimagined futureS


YouTube: The History of the World in Two Hours
— beginning with the industrial revolution ↑ ↓

Management and the World’s Work

In less than 150 years, management ↑ has transformed
the social and economic fabric of the world’s developed countries …


Take responsibility for yourself and
don’t depend on any one organization ↑ ↓ (bread-crumb trailS below)

We can only work on the thingS on our mental radar at a point in time

About time The future that has already happened


The economic and social health of our world
depends on
our capacity to navigate unimagined futureS
(and not be prisoners of the past)


The assumption that tomorrow is going to be
an extrapolation of yesterday sabotages the future — an
organization’s, a community’s and a nation’s future.

The assumption ↑ sabotages future generations — your children’s,
your grandchildren’s and your great grandchildren’s — in
spite of what the politicians say …

The vast majority of organization and political power structures
are engaged in this ↑ futile mind-set
while rationalizing the evidence


The future is unpredictable and that means
it ain’t going to be like today
(which was designed & produced yesterday)


The capacity to navigate is governed by what’s between our ears ↓




When we are involved in doing something ↑

it is extremely difficult to navigate

and very easy to become a prisoner of the past.


We need to maintain a pre-thought ↓

systematic approach to work and work approach

Click on either side of the image below to see a larger view

Harvest to action

Harvesting and implementing Work

based on reality

the non-linearity of time and events

and the unpredictability of the future

with its unimagined natureS. ↓ ↑


(It’s just a matter of time before we can’t get to the future
from where we are presently

larger view


Intelligence and behavior ↑ ↓ ← Niccolò Machiavelli ↑ ↓

Political ecologists believe that the traditional disciplines define fairly narrow and limited tools rather than meaningful and self-contained areas of knowledge, action, and eventscontinue

❡ ❡ ❡

Foundational ↑ Books → The Lessons of History — unfolding realities (The New Pluralism → in Landmarks of Tomorrow ::: in Frontiers of Management ::: How Can Government Function? ::: the need for a political and social theory ::: toward a theory of organizations then un-centralizing plus victims of success) ::: The Essential Drucker — your horizons? ::: Textbook of Wisdom — conceptual vision and imagination tools ::: The Daily Drucker — conceptual breadth ::: Management Cases (Revised Edition) see chapter titles for examples of “named” situations …


What do these ideas, concepts, horizons mean for me? continue



Society of Organizations

“Corporations once built to last like pyramids
are now more like tents.

Tomorrow they’re gone or in turmoil.”


“The failure to understand the nature, function, and
purpose of business enterprise” Chapter 9, Management Revised Edition

“The customer never buys ↑ what you think you sell.
And you don’t know it.

That’s why it’s so difficult to differentiate yourself.” Druckerism


“People in any organization are always attached to the obsolete
the things that should have worked but did not,
the things that once were productive and no longer are.” Druckerism


What Everybody Knows Is Frequently Wrong ::: If You Keep Doing What Worked in the Past You’re Going to Fail ::: Approach Problems with Your Ignorance—Not Your Experience ::: Develop Expertise Outside Your Field to Be an Effective Manager ::: Outstanding Performance Is Inconsistent with Fear of Failure ::: You Must Know Your People to Lead Them ::: People Have No Limits, Even After Failure ::: Base Your Strategy on the Situation, Not on a Formula — A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher


Why Peter Drucker Distrusted Facts (HBR blog) and here


Best people working on the wrong things continue


Conditions for survival


Going outside


Making the future — a chance for survival


“For what should America’s new owners, the pension funds,
hold corporate management accountable?” and
“Rather, they maximize the wealth-producing capacity of the enterprise”
Search for the quotes above here


Successful careerS are not planned ↑ here and


What do these issues, these challenges mean for me & … — an alternative


Exploration paths → The memo they don’t want you to see ::: Peter Drucker — top of the food chain ::: Work life foundations (links to Managing Oneself) ::: A century of social transformation ::: Post-capitalist executive ::: Allocating your life ::: What executives should remember ::: What makes an effective executive? ::: Innovation ::: Patriotism is not enough → citizenship is needed ::: Drucker’s “Time” and “Toward tomorrowS” books ::: Concepts (a WIP) ::: Site map a.k.a. brainscape, thoughtscape, timescape


Just reading ↑ is not enough, harvesting and action thinking are neededcontinue

Information ↑ is not enough, thinking ↓ is neededfirst then next + critical thinking


Larger view of thinking principles ↑ Text version ↑ :::
Always be constructiveWhat additional thinking is needed?


Initially and absolutely needed: the willingness and capacity to
regularly look outside of current mental involvements continue

bread-crumb trail end




Separate from and parallel to current job thinking

Interview: Post-Capitalist Executive
may be the best starting point

It is for creating a plan for the work you are going to do
to create the next chapters in your work-life story.
This initially and repeatedly involves vision creation — as in,
I see — through exploration and work process.

The work of discovering “things” or horizons to work toward
in a profoundly changing world.
The images below should make the need obvious.

Imagine the outcome for someone in 1930, 1950, 1970, 1990 or 2005
confidently and steadfastly acting on the assumption that
tomorrows were going to be like yesterdays — an extension of the past.
What would be the appropriate assumptions today?

There is also a CEO level exploration (creating organization next chapters)

Needed: A work approach that is adequate to the challenges ahead

Google: America’s middle class standard of living

This page contains a mixture of
thought fragments similar to an evidence wall …

Taking career responsibility ::: Evolving organizations

It also requires an almost 180-degree change
in the knowledge workers’ thoughts and actions
from what most of us
still take for granted
as the way to think
and the way to act …

cork board radar medium

“If you never change your mind, why have one?” — Edward de Bono

… The fragments have to be arranged by the individual
because they’re attempting to think through their time
in a world moving toward unimagined futures.

One way to work on this is to copy the entire page into Scrivener,
chop it up into discreet thoughts, and
organized it so it makes sense for you.
Some of the copied links in your Scrivener project will be broken
because they are internal links on the source page.
A page search will be necessary.


action system

If you can think back thirty years, you’ll see
the mental challengeS that reside in working toward tomorrowS.

The site primarily uses Peter Drucker’s top of the food-chain work.
It’s a “prototype.”

We can only work on, with and toward the “things”
on our active “mental radar.”

Find “The Society of Organizationshere — it’s in big, bold characters.
Think of it as a starting foundation

Organization actions: creating change to abandonment

Society’s content, structure, and dynamics
are changing in unfamiliar ways

On February 10, 2014, Project Syndicate sent out an email
containing the following: “Emerging markets, until recently the main engines
of world economic growth, are losing momentum — with
serious implications for global recovery. How have commodity prices,
domestic politics, and advanced-country monetary policy
undermined emerging-market growth, and what do
recent developments mean for
investors, consumers, and policymakers worldwide?”

Intelligent Machines and Displaced Workers


It may prove useful to explore world population information — the
growth and locations. What does this mean for you?
How will your contribution reach these locations?

It may be a mistake to assume that organizations on
the road ahead have the same
components and structures as they do today …

“Decisions exist only in the present.

The question that faces the strategic decision maker is not
what the organization should do tomorrow.

It is, “What do we have to do today
to be ready for an uncertain tomorrow?”

The question is not what will happen in the future.

It is, “What futurity do we have to build into our present thinking
and doing, what time spans do we have to consider,
and how do we use this information to make a rational decision now?”

Decision making is a time machine
that synchronizes into a single time—the present—
a great number of divergent time spans

We are learning this only now.

Our approach still tends toward making plans for something
we will decide to do in the future,
which may be entertaining but is futile.

We can make decisions only in the present,
and yet we cannot make decisions for the present alone;
the most expedient, most opportunistic decision—let alone
the decision not to decide at all—
may commit us for a long time,
if not permanently and irrevocably.” — Chapter 11, MRE by PFD

The work necessary to escape the prison of the past
requires exploring for desirable ways to use one’s time

… while working through time
in a world
moving toward unimagined futures,
again (image below)

… an adventure …

Working with the site


What are the opportunities that
time and history have (will)
put within your grasp
within a society of organizations?
Peter Drucker (Über Mentor)


Working toward tomorrows
knowledge specialty ::: managing oneself ::: effectiveness :::
work & life self-responsibility
What needs doing?

movies in time movies in time

AS WE ADVANCE deeper into the knowledge economy” — PFD

Examples: News ::: Road ahead: Profound, 2, 3, 4, 5, 6

It would a good idea to explore all the way through this
before following too many links or
taking any other long-term action other than looking down the road

Some of the ideas and concepts here
may be way too much for a lot of people …
but there is no way for me to know.
Any thing less would misdirect
because it mis-informs.

And there's no way to know
where someone will be and what they will be doing
in ten or fifteen years

Irregardless, on the road toward tomorrowS,
(in a society of organizations, a knowledge society, and a network society)
we are all responsible for our own careers and self-development —
in harmony with these evolving “ecologies.”

Flatter organizations ::: Outsourcing “everything” ::: Change, change, change

The need for “realcontinuing education


Thinking along a brainroad




The remainder of the page

Separate approach is needed ::: Difficulties of a changing world :::
Information gathering and decision thinking ::: Organization evolution :::
Successful careers are not planned ::: Harvesting ideas and concepts :::
Conceptual resources




People need to work on their careers in a way that is separate from jobs or “career field.”

The world is more complicated than that and getting more so.

The road ahead of us is unpredictable … knowledge is constantly making itself obsolete …

There are no real answers. A work approach is needed …

life lines

Most of the career noise floating around is inconsistent with the daily news.




Difficulties of living in a changing world

bbx How does a person think about things they aren’t already thinking about?

bbx When we are embedded in doing something we are likely blind to the profoundly changing world around us.

bbx How do we keep our brain focused on the real road ahead and what’s next without it naturally slipping back into the normal daily flow of events that eventually lead to dead ends? Beware assumptions

bbx There’s no way to know what someone is going to be doing in ten or fifteen years.

bbx Just about everybody enters the world of work through known day-to-day operating work.

bbx How could we ever acquire a strategic and dynamic worldview from our beginning vantage points?

bbx When the time comes to begin creating tomorrowS, what mental radar content will be available?

bbx There is a need to work on this when there is no apparent need.

bbx Otherwise, it sabotages one-self and one’s fellow employees, organization, community …




Thoughts about the future


The future depends on what’s between each individual’s ears.

Foundations For Future Directed Decisions

Extrapolating yesterdayS is a fruitless attempt to predict the future.

Trying to predict the future
is like driving down a country road at night
with no headlights on and
looking out the back window”

“We know only two things about the future.

It cannot be known.
It will be different from what exists now
and from what we now expect”
Peter Drucker

The actual results of action are not predictable.

Indeed, if there is one rule for action,
and especially for institutional action,
it is that the expected results will not be attained.

The unexpected is practically certain.

But are the unexpected results deleterious? Read more

The future that has already happened




Snippets from the about Management page


In less than 150 years, management has transformed the social and economic fabric of the world’s developed countries.

It has created a global economy and set new rules for countries that would participate in that economy as equals.

And it has itself been transformed



The center of modern society is the managed institution.

The managed institution is society’s way of getting things done these days.

And management is the specific tool, the specific function, the specific instrument, to make institutions capable of producing results.

The institution, in short, does not simply exist within and react to society.

It exists to produce results on and in society.

The institution is itself an organ of society and exists only to contribute a needed result to society, the economy, and the individual.

Organs, however, are never defined by what they do, let alone by how they do it.

They are defined by their contribution.



… It should have been obvious from the beginning that management and entrepreneurship are only two different dimensions of the same task.



… It also follows that managing a business must be a creative rather than an adaptive task.

The more a management creates economic conditions or changes them rather than passively adapts to them, the more it manages the business

… for constantly pushing back the limitations of economic circumstances on the enterprise’s ability to contribute.

And only to the extent to which it masters the economic circumstances, and alters them by consciously directed action, does it really manage.


“The customer never buys what you think you sell. And you don’t know it. That’s why it’s so difficult to differentiate yourself.” — Drucker


Indeed, the first task of management is to define what results and performance are in a given organization — and this, as anyone who has worked on this task can testify, is in itself one of the most difficult, one of the most controversial, but also one of the most important tasks

It is, therefore, the specific function of management to organize the resources of the organization for results outside the organization


To manage a business means, therefore, to manage by objectives



The right definition of a manager is one who “is responsible for the application and performance of knowledge.”

The function of organizations is to make knowledges productive.

Organizations have become central to society in all developed countries because of the shift from knowledge to knowledges.


The more specialized knowledges are, the more effective they will be.


Knowledges by themselves are sterile.

They become productive only if welded together into a single, unified knowledge.

To make this possible is the task of organization, the reason for its existence, its function.

The productivity of knowledge is going to be the determining factor in the competitive position of a company, an industry, an entire country.



… Rather, they maximize the wealth-producing capacity of the enterprise.



“AS WE ADVANCE deeper into the knowledge economy, the basic assumptions underlying much of what is taught and practiced in the name of management are hopelessly out of date. They no longer fit reality.” — Management’s New Paradigms



“Despite all the outpouring of management writing these last twenty-five years, the world of management is still little-explored.”




The more roads your brain has been down
the better equipped you’ll be for the road ahead

Attention directing


“To know something,
to really understand something important,
one must look at it from sixteen different angles.

People are perceptually slow,
and there is no shortcut to understanding;
it takes a great deal of time.” read more




Information gathering and decision thinking

For this to be really useful, you’ll have to harvest interesting ideas and figure out how to implement them across time and within time. There is more on this process further down the page — here

We can only work on, with and toward the “things”
on our active “mental radar.”



Henry Jones Grail Diary
his thinking canvases and notes

grail diary

Larger view of the image below.

Concepts to daily action

harvesting and implementing

“I’ve seen a great many people
who are exceedingly good at execution,
but exceedingly poor at picking the important things.

They are magnificent at getting
the unimportant things done.

They have an impressive record
of achievement on trivial matters” — PFD




Somebody, somewhere is doing something
that is obliterating the past and creating new realities

movies in time movies in time

October 16th, 2003 — “Hell Froze Over.” Apple launched – iTunes for Windows.
That opened up the iPod to the 97% of people who had PCs.
Their first iPods turned into their first iPhones
… switched to a Macintosh all together
… along the way Apple’s market cap climbed to
the most valuable company in the world …

radar limited

This exploration will help you avoid traps and open new alternatives.

Try to think of this in a unfolding world.

radar differences

AS WE ADVANCE deeper into the knowledge economy” — PFD

It’s no secret that people frequently outlive their employers. Even when they don’t many get bored doing the same things …

Corporations once built to last like pyramids are now more like tents.
Tomorrow they’re gone or in turmoil.
And this is true not only of companies in the headlines like …

Technology is changing very quickly, as are markets and structures.

You can’t design your life around a temporary organization. — Peter Drucker

Putting this off until tomorrow almost guarantees unhappy tomorrowS.

middle class blues

Where to jump next?

ice floe

evolution of refrigeration evolution of refrig

Mission ::: Continuity and Change

sound players

Film to Point-and-shoot to Smartphones

picture tech picture tech

“Twelve cell phones that changed the world”

12 cell phones that changed the world


The patterns evident in the images above
exist in almost every area of the economy and society

Looking around a world moving in time
— it alters conclusions

Try separate page searches for “knowledge” and “information”




Organization evolution

Competition on the road ahead

Try a page search for “global”

… In short, it (the modern organization) must be organized for constant change.

The organization’s function is to put knowledge to work—on tools, products, and processes; on the design of work; on knowledge itself.

It is the nature of knowledge that it changes fast and that today’s certainties always become tomorrow’s absurdities

… snip, snip …

“For managers, the dynamics of knowledge impose one clear imperative: every organization has to build the management of change into its very structure.

On the one hand, this means every organization has to prepare for the abandonment of everything it does.

… snip, snip …

Indeed, organizations increasingly will have to plan abandonment rather than try to prolong the life of a successful product, policy, or practice—something that so far only a few large Japanese companies have faced up to

… snip, snip …

The need to organize for change also requires a high degree of decentralization.

That is because the organization must be structured to make decisions quickly.

And those decisions must be based on closeness—to performance, to the market, to technology, and to all the many changes in society, the environment, demographics, and knowledge that provide opportunities for innovation if they are seen and utilized.” — The New Society of Organizations and Managing in a Time of Great Change

orgaization evolution

They're Not Employees, They're People

Alliances, Collaborations, Outsourcing
substantial revenues and results but few employees


Organizations in the post-capitalist society thus constantly upset, disorganize, and destabilize the community.

Forbes: America's Most Miserable Cities 2013

Economic stagnation and severe social tension from
failure to raise knowledge and service worker productivity

…This means a radical change in structure for the organizations of tomorrow.

It means that the big business, the government agency, the large hospital, the large university will not necessarily be the one that employs a great many people.

It will be the one that has substantial revenues and substantial results—achieved in large part because it itself does only work that is focused on its mission; work that is directly related to its results; work that it recognizes, values, and rewards appropriately.

The rest it contracts out. — Post-Capitalist Society



The Information-Based Organization — fewer rungs on the organization ladder

From The Frontiers of Management

The “office of the future” is still largely speculation.

But the organization of the future is rapidly becoming reality—a structure in which information serves as the axis and as the central structural support.

A number of businesses—Citibank, for instance, in the United States; Massey-Ferguson, the Canadian multinational tractor maker; and some of the large Japanese trading companies—are busily reshaping their managerial structure around the flow of information.

And wherever we have been moving into genuine automation of manufacturing production, as in the Erie, Pennsylvania, locomotive plant of General Electric, we are finding that we have to restructure management and redesign it as an information-based organization.

The organization chart of an information-based system may look perfectly conventional.

Yet such an organization behaves quite differently and requires different behavior from its members.

The information-based structure is flat, with far fewer levels of management than conventional ones require.

When a large multinational manufacturer restructured itself around information and its flow, it found that seven of its twelve levels of management could be cut out.

Similarly, in automated plants, for example, the Nissan auto assembly plant outside of Yokohama, Japan, and the GE locomotive plant in Erie, most of the traditional management layers between first-line supervisor and plant manager have disappeared.

These levels, it turns out, were not levels of authority, of decision making, or even of supervision.

They were relays for information, similar in function to the boosters on a telephone cable, which collect, amplify, repackage, and send on information—all tasks that an impersonal “information system” can do better.

This pertains in particular to management levels that “coordinate” rather than “do”—group executives, or assistants to, or regional sales managers.

But such levels of management as remain in information-based organizations find themselves with far bigger, far more demanding, and far more responsible jobs.

This is true particularly in respect to the first-level supervisor in the automated plant.

The information-based structure makes irrelevant the famous principle of the span of control, according to which the number of subordinates who can report to one superior is strictly limited, with five or six being the upper limit.

Its place being taken by a new principle—I call it the span of communications: The number of people reporting to one boss is limited only by the subordinates’ willingness to take responsibility for their own communications and relationships, upward, sideways, and downward.

“Control,” it turns out, is the ability obtain information.

And an information system provides that in depth, and with greater speed and accuracy than reporting to the boss can possibly do.

The information-based organization does not actually require advanced “information technology.”

All it requires is willingness to ask, Who requires what information, when and where? (read more)




The society of organizations demands of the individual decisions regarding himself.

economic content

Economic content and structure exploration

At first sight, the decision may appear only to concern career and livelihood.

“What shall I do?” is the form in which the question is usually asked.

But actually it reflects a demand that the individual take responsibility for society and its institutions.

What cause do I want to serve?” is implied.

bbx The world is full of options

bbx Carefully choosing your nonprofit affiliations (beware of scams and inside-out bureaucracies because society suffers the consequences and you are part of society.

If they don’t produce the desired results outside of themselves then we have to pay a second or a third or a fourth … organization until we get what is needed.)

And underlying this question is the demand the individual take responsibility for himself.

bbx Managing Oneself then …

bbx The Effective Executive: Preface

What shall I do with myself?” rather than “’What shall I do?” is really being asked of the young by the multitude of choices around them.

The society of organizations forces the individual to ask of himself:

bbx “Who am I?”

bbx “What do I want to be?”

bbxWhat do I want to put into life and what do I want to get out of it?

read more on how can the individual survive …

The Age of Discontinuity:
Guidelines To Our Changing Society

enhanced by bobembry




… “Power has to be used.

It is a reality.

If the decent and idealistic toss power in the gutter, the guttersnipes pick it up.

If the able and educated refuse to exercise power responsibly, irresponsible and incompetent people take over the seats of the mighty and the levers of power.

Power not being used for social purposes passes to people who use it for their own ends.

At best it is taken over by the careerists who are led by their own timidity into becoming arbitrary, autocratic, and bureaucratic.”

How Can The Individual Survive?
The Age of Discontinuity: Guidelines To Our Changing Society
by Peter Drucker

The three types of intelligence mentioned in The Prince by Niccolò Machiavelli and types of behavior that can be observed … here




Larger view of career roads image below

career roads

Larger view of career time view below


When you begin to fall into a pleasant routine, it is time to force yourself
to do something different. “Burnout,” much of the time, is a cop-out for being bored.
Nothing creates more fatigue than having to force yourself to go to work
in the morning when you don’t give a damn.
Perhaps, all that is needed is a small shift
— “Repotting” Yourself, Managing the Non-Profit Organization

“The leading management thinker
describes seven personal experiences
that taught him how to grow, to change, and to age
without becoming a prisoner of the past”. More

Transnationalism, Regionalism, and Tribalism




... replace the quest for success with the quest for contribution.
(to the society of organizations moving in time — above)

The critical question is not, “How can I achieve?”
but “What can  I  contribute?”

The Daily Drucker




Successful careers are not planned

They develop when people are prepared
for opportunities
because they know
their strengths,
their method of work, and
their values.

Knowing where one belongs
can transform an ordinary person
—hardworking and competent but otherwise mediocre—
into an outstanding performer.


“What do you need to learn to get the most
out of your strengths?” — The world is full of options


“What do you need to learn so that you can decide
where to go next?” — Managing in a Time of Great Change




“Most of us, if we live long enough, must change careers.

If career planning means not being open to opportunity, it doesn’t work.

Planning should tell you only which opportunities are the right ones for you and which are the wrong ones” — Drucker




“Remarkably few Americans are prepared to select jobs for themselves.

When you ask,

“Do you know what you are good at?

Do you know your limitations?”

they look you in the eye with a blank stare.

Or they often respond in terms of subject knowledge, which is the wrong answer.

When they prepare their résumés, they try to list positions like steps up a ladder.

It is time to give up thinking of jobs or career paths as we once did and think in terms of taking on one assignment after another.

We have to leap right over the search for objective criteria and get into the subjective—what I call competencies” — Managing in a Time of Great Change




… “One implication of this is that individuals will increasingly have to take responsibility for their own continuous learning and relearning, for their own self-development and for their own careers.

Try a page search for “learning to learn” on the learning page

They can no longer assume that what they have learned as children and youngsters will be the “foundation” for the rest of their lives.

It will be the “launching pad”—the place to take off from rather than the place to build on and to rest on.

They can no longer assume that they “enter upon a career” which then proceeds along a pre-determined, well-mapped and well-lighted “career path” to a known destination—what the American military calls “progressing in grade.”

The assumption from now on has to be that individuals on their own will have to find, determine, and develop a number of “careers” during their working lives.

And the more highly schooled the individuals, the more entrepreneurial their careers and the more demanding their learning challenges.

The carpenter can still assume, perhaps, that the skills he acquired as apprentice and journeyman will serve him forty years later.

Physicians, engineers, metallurgists, chemists, accountants, lawyers, teachers, managers had better assume that the skills, knowledges, and tools they will have to master and apply fifteen years hence are going to be different and new.

Indeed they better assume that fifteen years hence they will be doing new and quite different things, will have new and different goals and, indeed, in many cases, different “careers.”

And only they themselves can take responsibility for the necessary learning and relearning, and for directing themselves.

Tradition, convention, and “corporate policy” will be a hindrance rather than a help.” — Innovation and Entrepreneurship




Needs of continuing education

Another change that is predictable, though entirely different, is that a new focus for school and learning is emerging: the continuing education of already-educated adults.

Intelligent Machines and Displaced Workers

Putting More Now Into The Internet

Precisely because knowledge is becoming the central resource of a modern economy, continuous learning is essential.

For knowledge, by its very definition, makes itself obsolete every few years, and then knowledge workers have to go back to school.

… “For the major new insights in every one of the specialized knowledges arise out of another, separate specialty, out of another one of the knowledges.

Both economics and meteorology are being transformed at present by the new mathematics of chaos theory. Geology is being profoundly changed by the physics of matter; archaeology, by the genetics of DNA typing; history, by psychological, statistical, and technological analyses and techniques.” Chapter 48, Management, Revised Edition

They may be store managers and retail buyers, like the ones who attend your marketing university, or physicians, or engineers, but every few years they have to refresh and renew their knowledge.

Otherwise they risk becoming obsolescent.

This will have tremendous impact on the university and on schools.

It will force us to accept the fact that, in the knowledge society, learning is life-long and does not end with graduation.

In fact, that is when it begins.

It will also have tremendous impact on employing institutions

In effect, these are still changes within the system, rather than changes of the system.

From Drucker on Asia
A Dialogue Between Peter Drucker and Isao Nakauchi




Somewhere down the road: One’s Own Responsibility

“ … The most important thing that underlies all these practices is that individuals — and especially knowledge people — who manage to keep themselves effective and who manage to keep on growing and changing take responsibility for their development and their placement.

This may be the most novel conclusion.

And it may be the one that is most difficult to apply.

Today’s organization, whether it is a business or a government agency, is still based on the assumption that the organization is responsible for placing the individual and for providing the experiences and challenges that the individual needs.

The best example of this I know is the personnel department in the typical, large Japanese company—or the prototype on which it has been modeled or the human resources department in a traditional army.

I know no more responsible group of people than those in the typical Japanese human-resources department.

Yet they will, I think, have to learn to change.

Instead of being decision makers, they will have to become teachers, guides, counselors, advisers.

The responsibility for the development of the individual knowledge worker, and for his or her placement, will, I am convinced, have to be taken by the individual.


It will have to become very much the responsibility of the individual to ask,

What kind of assignment do I now need?

What kind of assignment am I now qualified for?

What kind of experience and what kind of knowledge and skill do I now need to acquire?

The decision, of course, cannot be that of the individual alone.

It has to be made in contemplation of the needs of the organization.

org ev

It also has to be made on the basis of an outside appraisal of the strengths, the competencies, the performance of the individual.”

Chapter 47, Management, Revised Edition





Harvesting ideas and concepts

Larger view of image below


Larger view of challenge thinking (below) and an alternativeoperacy

challenge thinking

Dense reading and Dense listening and Thinking broad and Thinking detailed

thought generation

Questions ::: Thinking canvases

Radar system ::: Calendarization ::: Conceptual resource digestion ::: Concepts to daily action

Harvest to action

Harvesting and implementing Work


PISCO-TEC ::: Six Thinking Hats ::: TO/LOPOSO/GO (image ::: book)

Thinking (the knowledge worker’s doing)

About thinking and 12 principles

thinking principles


What Everybody Knows Is Frequently Wrong ::: If You Keep Doing What Worked in the Past You’re Going to Fail ::: Approach Problems with Your Ignorance—Not Your Experience ::: Develop Expertise Outside Your Field to Be an Effective Manager ::: Outstanding Performance Is Inconsistent with Fear of Failure ::: You Must Know Your People to Lead Them ::: People Have No Limits, Even After Failure ::: Base Your Strategy on the Situation, Not on a Formula — A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher




Let Peter Drucker’s thinking help you figure out what’s next and where you’re going — they are connected. The previous link leads to a list of his books and then to book outlines. The outline topics may be useful in identifying desired areas of work. These areas of work take place within time — thinking along a brainroad.

bbx A knowledge specialty that matters in the evolving real world — the launching pad

The knowledge worker, to repeat, differs from any earlier worker in two major aspects.

First, the knowledge worker owns the means of production and they are portable (to where? and what is needed to make this portability effective for the remainder of one’s life? Resume and interview planning ::: Networking ::: New job ::: What else? — bobembry).

Second, he or she is likely to outlive any employing organization.

Add to this that knowledge work is very different in character from earlier forms of work.

It is effective only if highly specialized.

What makes a brain surgeon effective is that he is a specialist in brain surgery.

By the same token, however, he probably could not repair a damaged knee.

And he certainly would be helpless if confronted with a tropical parasite in the blood.

This is true for all knowledge work.

“Generalists”—and this is what the traditional business enterprise, including the Japanese companies, tried to develop—are of limited use in a knowledge economy.

In fact, they are productive only if they themselves become specialists in managing knowledge and knowledge workers.

This, however, also means that knowledge workers, no matter how much we talk about “loyalty,” will increasingly and of necessity see their knowledge area—that is, their specialization rather than the employing organization—as what identifies and characterizes them.

Their community will increasingly be people who share the same highly specialized knowledge, no matter where they work or for whom.

The kind of work you want to do, will determine the kind of networks you need to be involved with — your specialty or overlapping.

Knowledges by themselves are sterile. They become productive only if welded together into a single, unified knowledge. To make this possible is the task of organization, the reason for its existence, its function.


Click image below

knowledge technology

Knowledge technology

It is the very nature of knowledge
that it changes fast and
that today’s certainties
will be tomorrow’s absurdities. — Peter Drucker


The primacy of knowledge

bbx Managing the boss (see chapter 46, Management, Revised Edition)

But the correct definition of a manager — as we have known it for at least 40 years — is someone who is responsible for the performance of all the people on whom his own performance depends. Managing for the Future

bbx Drucker career/life guidance and exploration

bbx Managing Oneself — The CEO of YOU — A revolution in human affairs

“Now, most of us, even those of us with modest endowments, will have to learn to manage ourselves.

We will have to learn to develop ourselves.

Will have to place ourselves where we can make the greatest contribution.

And we will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.”

managing oneself and living in more than one world


bbx New job and promotion thinking

bbx The Tasks of the Manager

bbx From Computer Literacy to Information Literacy (important — fewer organization levels)

bbx Information

bbx The Information Executives Need for Their Work

bbx Life-long self-development

bbx Non-competitive life and personal community

“But individuals, and especially knowledge workers, need an additional sphere of social life, of personal relationships, and of contribution outside and beyond the job, outside and beyond the organization, indeed, outside and beyond their own specialized knowledge area” — Post-Capitalist Society

bbx Work life landscape exploration (major element exploration)

What about starting something new?

bbx Entrepreneurship ain’t what almost everybody seems think!

bbx Why does the world need it? What purpose would it serve?

bbx Is this where you really belong?

bbx How would it fit with a society of organizations, a knowledge society, and a network society evolving in time?

bbx Pursue the “bright idea” with adequate foreknowledge.

bbx Innovation

bbx Preparation, preparation, preparation … surprise, surprise, surprise …

A lot of that preparation is on this page

The unexpected success

bbx What do you want to be remembered for?

Good intentions — the road to hell

bbx Living in more that one world

bbx The Effective Executive — preface

What needs doing?

Who Is An Executive?

Every knowledge worker in modern organization is an “executive” if, by virtue of his position or knowledge, he is responsible for a contribution that materially affects the capacity of the organization to perform and to obtain results.

To be reasonably effective it is not enough for the individual to be intelligent, to work hard or to be knowledgeable.

Effectiveness is something separate, something different.

But to be effective also does not require special gifts, special aptitude, or special training.

Effectiveness as an executive demands doing certain—and fairly simple—things.

It consists of a small number of practices, the practices that are presented and discussed in this book.

But these practices are not “inborn.”

In forty-five years of work as a consultant with a large number of executives in a wide variety of organizations—large and small; businesses, government agencies, labor unions, hospitals, universities, community services; American, European, Latin American and Japanese—I have not come across a single “natural”: an executive who was born effective.

All the effective ones have had to learn to be effective.

And all of them then had to practice (calendarize this?) effectiveness until it became habit.

But all the ones who worked on making themselves effective executives succeeded in doing so.

Effectiveness can be learned—and it also has to be learned.



… Self-development of the executive toward effectiveness is the only available answer.

It is the only way in which organization goals and individual needs can come together.

The executive who works at making strengths productive—his own as well as those of others—works at making organizational performance compatible with personal achievement.

He works at making his knowledge area become organizational opportunity.

And by focusing on contribution, he makes his own values become organization results.

The manual worker, so at least the nineteenth century believed, had only economic goals and was content with economic rewards.

That, as the “human relations” school demonstrated, was far from the whole truth.

It certainly ceased to be true the moment pay went above the subsistence level.

The knowledge worker demands economic rewards too.

Their absence is a deterrent.

But their presence is not enough.

He needs opportunity, he needs achievement, he needs fulfillment, he needs values.

Only by making himself an effective executive can the knowledge worker obtain these satisfactions.

Only executive effectiveness can enable this society to harmonize its two needs: the needs of organization to obtain from the individual the contribution it needs, and the need of the individual to have organization serve as his tool for the accomplishment of his purposes.

Effectiveness must be learned.

bbx Production

bbx Leadership

bbx What executives should remember

bbx The wisdom of Peter Drucker

bbx Non-competitive Life and Personal Community

bbx The world is full of options

bbx The second half of your life

bbx Choosing your non-profit organization (social sector) affiliations

bbx Board membership

bbx TLN conceptual resource file listing — topics and books

We can only work on, with and toward the “things” on our active “mental radar.”

bbx There is a need to think through the entire work sequence and get oneself organized

bbx Six Action Shoes

bbx Calendarizing

bbx Project planning

bbx Looking down the road for individuals or organizations: site exploration radar blips

Exploration path key entry points: smaller, big picture thinkscape ::: leader entry ::: board ::: new job ::: career work plan development ::: knowledge specialty ::: economic development ::: over 500 inter-linked pages — “brainroadS toward tomorrowS” © “organization evolution” © “career evolution” ©foundations for future directed decisions©


“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point



To create a site search, go to Google’s site ↓

Type the following in their search box ↓

your search text



What needs doing?




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