A “multi-time dimensional” economic view

NPO’s — “Human change organizations”

Parts and chapters in Drucker’s toward tomorrows and narrower time related books direct attention to economics (e.g., the poverty of economic theory) and the economy (e.g., trade lesson from the world economy or the U.S. economy’s power shift)

The New Pluralism (of power)

Where do the lists below fit in the illustration above?

Autonomous institutions
that function and perform
are the alternative to TYRANNY

Concept of the Corporation

“Organizations are special-purpose institutions

Organization is a tool.

As with any tool, the more specialized its given task,
the greater its performance capacity

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

Organization actions: from creating change to abandonment

“Concentration—that is, the courage to impose on time and events
[one’s] own decision as to what really matters and comes first—is
the executive’s only hope of becoming the master
of time and events instead of their whipping boy.” PFD

Apple™ events (a unique phenomena)

Where and how do news events fit?
my delicious bookmarks
NPR (“sub-plots” reflected in a changing world)
Project Syndicate: Economics, finance, politics, and global affairs from the world’s opinion page
McKinsey Insights
Knowledge@Wharton
The opinions reflected above emerge from their logic bubble

larger view of the image below ↓

Management Challenges for the 21st Century

The two basic functions:
(all the rest are just costs)

Marketing ::: Innovation
a shock to 99.3% of the population —
neither is a departmental activity

Larger view ↓

Organization efforts: Problems or Opportunities?

Marketing — the entire organization as seen from the customer’s point of view

Offerings are merely a vehicle
for customer satisfaction.
Satisfied customers don’t ever switch

“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

Knowledge (the central energy in a modern society)
Strengths ::: Knowledge workers ::: The educated person
Information is energy for mental tasks and
the executive/knowledge worker’s key tool
Technology (beyond the usual viewpoint)
Results outside the organization ::: Performance

Post-capitalist Society ::: Center of gravity ::: Productivity and social dynamics

“Management, in other words, will increasingly have to be based on the assumption
that neither technology nor end-use is a foundation for management policy” — explore

Management (a shock to the system)
The managed institution is
society’s way of getting things done today

Try page searches for
Knowledge ::: Society of organizations ::: Information :::
Results ::: Performance
and read the surrounding text
to get a feel for the context.

The manager and the moron (knowledge, technology, competition, time-usage …)

The management revolution (the application of knowledge to knowledge)

Knowledge: its economics and productivity

The Primacy of Knowledge + Doing Business in the Lego World

What executives should remember

Management Challenges for the 21st Century

Luther, Machiavelli, and the Salmon
(beyond the Information Revolution)

“The terms
knowledge industries, knowledge work and knowledge worker
are nearly fifty years old …

Now everyone uses them,
but as yet hardly anyone
understands their implications
for human values and human behavior,
for managing people and making them productive,
for economics, and for politics.

What is already clear, however, is that the
emerging knowledge society and knowledge economy
will be radically different
from the society and economy
of the late twentieth century,
in the following ways … ” — PFD

Managing in the Next Society (survival actions)

Best people engaged in a futile effort

How to guarantee non-performance

Conditions for survival

Lou Gerstner on corporate reinvention and values

Four steps on the road to organizational growth, dominance or irrelevance

From Analysis To Perception: The New Worldview

“Managers are synthesizers
who bring resources together
and have that ability to “smell” opportunity and timing.

Today perceptiveness is more important than analysis.

In the new society of organizations,
you need to be able to recognize patterns
to see what is there
rather than what you expect to see.”
— Interview: Post-Capitalist Executive

The educated person

The road ahead

A radical change in structure for the organizations of tomorrow

Organized for constant change

Making the future

A local view

What needs doing around here?
A local view from Google Earth

Try searching Google for "largest cities" then see what do they look like on the map in overview and in street view.

Along the road to Terra Alta, WV

The South Is Essentially A Solid, Grim Block Of Poverty

These 9 Maps Should Absolutely Outrage Southerners

Urban world: The shifting global business landscape

Since information knows no national boundaries,
it will also form new transnational communities of people
who, maybe with out ever seeing each other in the flesh,
are in communion because they are in communication

The Primacy of Knowledge + Doing Business in the Lego World

Drucker on Asia

Knowledge-based management is also critical to old multinationals like …
… and how would you go about doing this?

Anthony Bourdain: Parts Unknown (transcripts)

Transnationalism, Regionalism, and Tribalism

Chaotics: The Business of Managing and Marketing in the Age of Turbulence

How can we work on things that aren’t on our radar?

Career building blocks ::: Long-term work plan

The educated person

Managing oneself is a REVOLUTION in human affairs.

It requires new and unprecedented things from the individual, and especially from the knowledge worker.

For, in effect, it demands that each knowledge worker think and behave as a chief executive officer.

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.

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.

For every existing society, even the most “individualist” one, takes two things for granted, if only subconsciously: Organizations outlive workers, and most people stay put.

Managing oneself is based on the very opposite realities.

In the United States MOBILITY is accepted.

But even in the United States, workers outliving organizations — and with it the need to be prepared for a second and different half of one’s life — is a revolution for which practically no one is prepared.

Nor is any existing institution, for example, the present retirement system.

Management Challenges for the 21st Century

“The terms knowledge industries, knowledge work and knowledge worker are nearly fifty years old … Now everyone uses them, but as yet hardly anyone understands their implications for human values and human behavior, for managing people and making them productive, for economics, and for politics.

What is already clear, however, is that the emerging knowledge society and knowledge economy will be radically different from the society and economy of the late twentieth century, in the following ways.

First, the knowledge workers, collectively, are the new capitalists.

Knowledge has become the key resource, and the only scarce one.

This means that knowledge workers collectively own the means of production.

But as a group, they are also capitalists in the old sense: Through their stakes in pension funds and mutual funds, they have become majority shareholders and owners of many large businesses in the knowledge society.

Effective knowledge is specialized.

That means knowledge workers need access to an organization—a collective that brings together an array of knowledge workers and applies their specialisms to a common end product.

The most gifted mathematics teacher in a secondary school is effective only as a member of the faculty.

The most brilliant consultant on product development is effective only if there is an organized and competent business to convert her advice into action.

The greatest software designer needs a hardware producer.

But in turn the high school needs the mathematics teacher, the business needs the expert on product development, and the PC manufacturer needs the software programmer.

Knowledge workers therefore see themselves as equal to those who retain their services, as “professionals” rather than as “employees.”

The knowledge society is a society of seniors and juniors rather than of bosses and subordinates … ” PFD

“But now the traditional axiom that an enterprise should aim for maximum integration has become almost entirely invalidated.

One reason is that the knowledge needed for any activity has become highly specialized.

It is therefore increasingly expensive, and also increasingly difficult, to maintain enough critical mass for every major task within an enterprise.

And because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence” — Peter Drucker

… but this ain’t all of the radically different story …

Master economic content and structure

Marketing — Drucker style

The question, What do customers value?—what satisfies their needs, wants, and aspirations—is so complicated that it can only be answered by customers themselves.

And the first rule is that there are no irrational customers.

Almost without exception, customers behave rationally in terms of their own realities and their own situation.

Their logic bubble

Leadership should not even try to guess at the answers but should always go to the customers in a systematic quest for those answers.

I practice this.

Each year I personally telephone a random sample of fifty or sixty students who graduated ten years earlier.

I ask, “Looking back, what did we contribute in this school?

What is still important to you?

What should we do better?

What should we stop doing?”

And believe me, the knowledge I have gained has had a profound influence.

What does the customer value? may be the most important question.

Yet it is the one least often asked.

Nonprofit leaders tend to answer it for themselves.

“It’s the quality of our programs.

It’s the way we improve the community.”

People are so convinced they are doing the right things and so committed to their cause that they come to see the institution as an end in itself.

But that’s a bureaucracy.

Instead of asking, “Does it deliver value to our customers?” they ask, “Does it fit our rules?”

And that not only inhibits performance but also destroys vision and dedication.