A world moving toward unimagined futures
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
YouTube: The History of the World in Two Hours
↑ In less than 150 years, management ↑ has transformed
Take responsibility for yourself and
We can only work on the thingS on our mental radar ↑ at a point in time ↓
The economic and social health of our world
The assumption that tomorrow is going to be
The assumption ↑ sabotages future generations — your children’s,
The vast majority of organization and political power structures
The future is unpredictable and that means
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
based on reality →
and the unpredictability of the future
(It’s just a matter of time before we can’t get to the future
Intelligence and behavior ↑ ↓ ← Niccolò Machiavelli ↑ ↓
❡ ❡ ❡
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
“Corporations once built to last like pyramids
Tomorrow they’re gone or in turmoil.”
“The failure to understand the nature, function, and
“The customer never buys ↑ what you think you sell.
“People in any organization are always attached to the obsolete —
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
Best people working on the wrong things continue
“For what should America’s new owners, the pension funds,
Successful careerS are not planned ↑ here and ↓
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 interview ::: 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 needed … continue
Initially and absolutely needed: the willingness and capacity to
bread-crumb trail end
October 16th, 2003 — “Hell Froze Over.” Apple launched – iTunes for Windows.
Film to Point-and-shoot to Smartphones
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,
The institution, in short, does not simply exist within and react to society.
It exists to produce results on and in society.
Not just a one time adjustment ↓ chaos
Conditions for survival: Abandonment, Systematic continuing improvement, Organize for systematic continuous exploitation, especially of its successes, Organized for systematic innovation. A destabilizer
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)
Peter Drucker Sets Us Straight on economic structure …
“Concentration—that is, the courage to impose on time and events
Larger view ↓
Free enterprise cannot be justified as being good for business.
Management (a shock to the system)
What needs doing around here?
Along the road to Terra Alta ↓
Implications for knowledge, information
Larger view ↓
Since information knows no national boundaries,
Find Have to be built on responsibility from within
Freedom: the heaviest burden laid on man
“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 (PDF) 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.” …
These pages are attention directing tools for navigating a world moving relentlessly toward unimagined futures.
What’s the next effective action on the road ahead
It’s up to you to figure out what to harvest and calendarize
It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.
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