pyramid to dna

An entry point & introduction to NAVIGATING a world moving toward unimagined futures ↓ …
A collection of thought fragments or clues to SEE (attention-scape) and CONSIDER (mean 4 me?) —
more like a museum than an article. ↓
A tool for necessary mental exploring (awareness) — before it’s too late (avoiding stagnation)

Your thinking, choices, decisions are determined by
what you’ve SEEN (here) that challenge your assumptions

IMPOSSIBLE to work toward unexpected horizons (making your futureS — requires time usage)
that aren’t on your mental radar … ↓
Nobody is going to do this for you — quite the opposite
*this page is a work in progress*

Warning: this site is not for you if you are anchored to the idea that tomorrowS are an extrapolation of yesterdayS


Navigating unimagined



requires a pre-thought work approach action system
… that both identifies relevantblind-spots
and passes the test of time (the shift to a knowledge society)

A work approach that will help you get through a world
that is unfamiliar to you and everybody else

A life and action management system
Who knows anything specific about the world ten years from now?
And you can’t get there directly from here …

To be able to navigate you have be prepared to
abandon everything — before one really wants to,
let alone before one has to …

(↑ the only way to be prepared ↓)


Our vocabulary is of necessity based on layers of primitive history


↑ requires unilateral, effective action in multiple nowS
(everything visible and “SEEABLE” on this page)

… you may believe that feelings and values are
the most important things in life. You are right.
That is why thinking is so very important. ↓

TO-LO-PO-SO-GO ↓ — a thinking landscape ↓

But first, something has to get on your mental radar (this page)
then what does that radar blip mean for you? ← who is you? →
then something like TO-LO-PO-SO-GO+


Feedback analysis applies to all important action


Getting to tomorrowS isn’t easy,

but being left behind

and becoming a prisoner of the past (pre-knowledge dynamics)

is very easy …

Try a page search for “belief” here




The future of any nation is the
sum of individual behaviors.

It is an insane delusion to believe
that a country can improve
while individuals
keep repeating the past
the competitive knowledge economy


“The knowledge society, by definition, is a competitive society; with knowledge accessible to everyone, everyone is expected to place himself or herself, to improve himself or herself, and to have aspirations.

It is a society in which many more people than ever before can be successful.

But it is therefore, by definition, also a society in which many more people than ever before can fail, or at least can come in second.

And if only because the application of knowledge to work has made developed societies so much richer than any earlier society could even dream of becoming, the failures, whether poverty or alcoholism, battered women or juvenile delinquents, are seen as failures of society.

In traditional society they were taken for granted.

In the knowledge society they are an affront, not just to the sense of justice, but equally to the competence of society and its self-respect.” continue


“More than anything else, the individual
has to take more responsibility for himself or herself,
rather than depend on the company.” continue

“Self-development of the executive toward effectiveness is the only available answer to satisfy both the objective needs of society for performance by the organization, and the needs of the person for achievement and fulfilllment. It is the only way in which organization goals and individual needs can come together.” Druckerism


Managing Oneself — a revolution in human affairs — is the
action foundation and eventual beginning point for everything, but
ecological awareness is also needed ↓


Skills (and skill sets) vs. knowledgeS

Try a page search for “skill” on A Century of Social Transformation




Realities and concepts are the essence of this page

They ↑ are vision elements in a life design & management system

This page and its connected pages can be used as starting points
to create your own pre-thought work approach

“… being right is the feeling of being right. This is what
guides your actions …” Practical Thinking




First museum exhibit → Imagine the time span between the emergence of the railroad
— making the industrial revolution accomplished fact — and 2050 …

how many alternative realities and unimagined futures do you see?

From various points around the world, how many? ↓
(Long Shadow may be available on Netflix streaming)


Adventures of a Bystander → toward organic design !!!

The management of change → abandon the old
and create the new ← a community destabilizer explore !!!


Exhibit 2 ↓
“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

This ↑ means the future isn’t going to be like today
which was created yesterday … ↓

And “The actual results of (current) action are not predictable ↓ ” continue

Reality assumptions ::: The Black Cylinder Experiment !!!

Exhibit 3 ↓
These unimagined alternative realitieS ↑ imply the need to
circumvent the organization and political power structureS that
act on the assumption (here) that tomorrow
is going to be an extrapolation of yesterday.

This backward focus ↑ sabotages the futureS and
leaves its victimS as prisonerS of the past …

“Looking out the window” ↓ is a useful alternative


Exhibit 4 ↓
↑ A work approach that searches for
“INFORMED” future horizons to work toward
is needed ↓ REPEATEDLY

There are major horizons (here) and supporting horizons (here) at different points in time

And what is the global social value of those horizons and how operationally specific are they?


Exhibit 5 ↓
One example of unimagined futureS ↑ → KNOWLEDGE is the only
meaningful resource “TODAY” — dynamicS ↓ & implicationS ↓

A change in how the world functions


Exhibit 6 ↓
It is impossible to work on “things/opportunities” that
aren’t on one’s mental radar ↓ ↓ at the “right & necessary” pointS in time ↑ ↓


The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons !!!

The case against corporate short termism

It is also impossible to work toward horizons that
aren’t on one’s mental radar ↑ ↑ at the “right & necessary” pointS in time ↑ ↓

The things on your current mental radar are most likely
wrong, out-of-date, or mis-informed important

The sequence of “things” ↑ and “horizons” ↑ needs to be operationally reversed


Awareness ↑ ↓




about Questions

A question thoughtscape ↓ ::: Larger view


Creating a constellation from question alternativess ↓ ::: Larger view





We cannot see things unless we are prepared to see them.

That is why science advances by fits and starts as paradigms change and we are allowed to see things differently.

That is why the analysis of data can never produce all the ideas present in that data.

Think “big data” vs. information challenges.

The inherent weaknesses in all possible information systems

That is why analysis is a limited tool, not the complete one we have always believed it to be. continue


“Your thinking, choices, decisions are determined by
what you have seen edb


Why Peter Drucker Distrusted Facts

Try searching this page for the word “information”
and then visualize the connections between what you have found


The CEO in the New Millennium


The CEO in the new millennium has six specific tasks. 

They are

  1. To define the meaningful outside of the organization
  2. To think through what information regarding the outside is meaningful and needed for the organization, and then to work on getting it into usable form
  3. To decide what results are meaningful for the institution
  4. To set priorities for the organization
  5. To place people into key positions
  6. To organize top management

The concept of the CEO is an American invention and export.




Meta-System by Edward de Bono continue


Meta-System definition

A meta-system provides a reason for doing something which does not lie within the immediate situation itself.

A meta-system is a higher system outside the immediate system in which one happens to be operating. 


Perhaps the most striking example of the operation of a powerful meta-system is the way Christian martyrs went singing to their deaths in the Colosseum of Rome and elsewhere throughout the ages.

Their meta-system of belief was so powerful that they were willing to give up life itself:

the meta-system required that the operating system close down.

A meta-system can make no higher demand.


Not very different was the fervour with which the Janissaries and other soldiers of Islam hurled themselves into battle with a disregard for their personal safety.

They knew that once a jehad or holy war had been declared, death in battle meant instant access to heaven.

Suicides (lack of a meta-system)

In contrast to the Christian martyrs and the Islamic soldiers there is the opposite example of suicides or people who end their lives not through the operation of a meta-system but through the lack of one. 

From this must be exempted ritual suicide such as the Japanese hara-kiri which is another example of the operation of a powerful meta-system (though this time a social one and with no reward of heaven). 

I have known many people who have attempted suicide and several who have succeeded.

If we leave aside the gesture type of suicide attempt there seem to be two mechanisms. 

One is a sort of temporary madness or rage and fury at life itself and especially at oneself. 

Though the end-point is different the process is probably not any different from any burst of destructive rage.


The other mechanism is a sort of blankness or emptiness of the will to live. 

There seems to be nothing to look forward to and no point in life.

The spirit appears to have died and so the body might as well follow it.

It is sadly characteristic of depression that at the depth of depression it does not seem possible that anything can ever change or get better.

It does not seem possible that there should ever be any enjoyment again in anything.

No matter how many up and down swings a depressive may experience, in each down-swing he cannot believe that it will pass.

The depressive exists from moment to moment.

There is no meta-system of belief which allows him to get outside of himself and outside of the moment.

Figure 2 shows how in the moments of depression a meta-system can provide the needed continuity and hope.

A device for reacting

A meta-system is a device for reacting to something other than what is immediately under one’s nose. 

Left to himself a child would eat poison berries (or medicines) because they were red and pretty.

Human children would have difficulty in surviving if there were not the meta-system of parents who provide instruction that goes beyond the gratification of the moment.

Because of his freedom of action a human child needs such an outside meta-system.


A bird, however, avoids the poison berries because instinct has programmed him against them.


Instinct provides an inbuilt meta-system—except that the bird probably does not feel attracted to the berries in the first place since he is not free to be attracted unless his instinct programme includes such attraction. continue




A road ahead ↑ and horizon ↓
Striving toward an idea outside of yourself


A horizonKnowledge Economy and Knowledge Polity !!!
And with knowledge becoming the key resource,
there is only a world economy ↑ ↓



“Making a living is no longer enough,” …
Work also has to make a life.”
Druckerism (calendarize this?)



“Self-development — a horizon ↑ — seems to me
to mean both
acquiring more capacity and also
more weight as a person altogether.

By focusing on accountability,
people take a bigger view of themselves.

That’s not vanity, not pride,
but it is self-respect and self-confidence.

Its something that, once gained,
can’t be taken away from a person

It’s outside of me but also inside of me.” continue


Where right becomes wrong




Intelligence ::: Information ::: Thinking
by Edward de Bono

The PMI and mental scanning


Highly intelligent people do not necessarily make good thinkers.

Thinking is a skill,
intelligence in action.


Information vs. Thinking

We need as much information as we can get.

But we also need thinking.

We need thinking to decide what information we should seek and where to look for it.

We need thinking to make the best use of the information we have.

We need thinking to set up possible ways of putting the information together.

The traditional notion in education that information is sufficient is old-fashioned and dangerous.

It is only our lack of complete information that makes it necessary for us to think

Thinking is no substitute for information.

Check the timetable, do not just try to think when there might be a flight to Geneva.

The more information we have the better will our thinking be and the more appropriate our actions.

Since every little bit of information helps, every bit of time must be taken up with providing more information.

So there is no time to look directly at thinking as a skill.

The dilemma is obvious.

If we could have complete information in an area then thinking would be unnecessary.

But if we cannot have complete information then it is better to have somewhat less information and higher skill in thinking.


There may be certain areas where it is possible to have complete information but more often we have to supplement the information with thinking.

Suppose the timetable does show that there is a flight from London to Geneva at 9.45 A.M. designated as SR 815.

Now that we know, do we need thinking?

Indeed, we do.

How are we going to get to the airport?

How long should we allow to get there?

Is it rush hour?

Are there any strikes on at the moment?

Is there likely to be bad weather and what would be the best way of checking this?

Does it matter if the flight is late?

If the plans are disrupted how do I let the person at the other end know of this?

These are all considerations that require thinking.


Intelligence and thinking

Far too many people regard thinking as a matter of inborn intelligence—which it is not.

In my researches and experiments I have again and again come across very intelligent people who turned out to be very poor thinkers.

Nor have I found that thinking skill has much to do with education, for some of the best educated people (Ph.D.s, university lecturers and professors, senior business executives, etc.) have also been poor thinkers.

To regard thinking as a skill rather than as a gift is the first step towards doing something to improve that skill.


Highly intelligent people do like to be right.

This may mean that they spend their time attacking and criticizing others since it is so easy to prove the others wrong.

It also may mean that highly intelligent people are unwilling to take speculative risks because they cannot then be sure they are right.

There is, of course, nothing to prevent highly intelligent people also being excellent thinkers.

But this does not follow automatically.

There is need to develop the skill of thinking.


Intelligence ::: Information ::: Thinking

Intelligence is like the horsepower of a car.

Thinking is like the skill with which the car is driven.

Information is like the road map available to the driver.

By themselves, each of these three components intelligence, information, thinking — is not enough, but together they can be used to great effect in the world around us.

Operacy → the thinking that goes into doing

Practical Thinking

“You can probably remember things you were taught at school:

about geography (valleys, river deltas, rice-growing countries, etc.) and

about history (dates of battles, names of kings, etc.).

But can you remember what you were taught about thinking?”

… “Far too many people regard thinking as a matter of inborn intelligence — which it is not.” continue

“Information is what holds an organization together and information is what makes individual knowledge workers effective.” — Druckerism




More exhibits to examine and explore

pics ::: discontinuity ::: decisions exist only in the present

“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

see Chapter 10 ::: The future … already happened ::: Making the future ::: Research management
… the importance of accessing, interpreting, connecting, and translating knowledge
Knowledge Economy and Knowledge Polity

SEELife 2.0 ::: A change in the human condition

“Making a living is no longer enough,” …
Work also has to make a life.”
Druckerism (calendarize this?)

See successful careers ↑ are not planned ↓ opportunities


the Return on Luck … ↓

needs to be a part of a Managing Oneself structure
(strengths? → values? or striving toward an idea outside of yourself
where you belong? ::: more on managing oneself further down the page)

calendarize this ↑ ? → begin with an end in mind




The danger of too much planning


Peter maintained that planning doesn’t work.


You can prepare yourself, learn what you ought to know, and expand your experience and professionalism, but ultimately, he said, “opportunity comes in over the transom,” and that means you have to be flexible, ready to seize the right opportunities when they come.

“Too much planning,” he said, “can make you deaf to opportunity.”

Knowing what youwant to do, and being prepared and equipped to do it, is more important than the specific “how.” THIS IS WHO I AM

Peter said, “Opportunity knocks, but it only knocks once.

You have to be ready for the accident.”


“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
continue, but
some ecological awareness (for example) is also useful


“The most effective road to self-renewal is to
look for the unexpected success and run with it.” continue


The concepts in this collection of thought-fragments
are part of a life-management system

thinking broad and thinking detailed ↑ ↓

Successful careerS are not planned here

A Year with Peter Drucker:
52 Weeks of Coaching for Leadership Effectiveness




This page purposefully lacks a contents list — that
would be too orderly. Reality
doesn’t unfold in an convenient manner …




The future of the planet depends on our ability to
navigate unimagined futureS.

And that depends on
what’s between our earS ↓ … ↑ here

“Our thinking, choices, decisions are determined by
what we have seen edb


The Black Cylinder Experiment

Competing mental patterns are one of those “thingS” ↑ ↓


The fallacy of empowerment


“Background awareness plus a broad and deep worldview needs to be part of those “thingS” ↑ ↓

Awareness and worldview are part of a foundation for future directed decisions ↑ ↓

This page provides an exploration path for building that foundation ↑ ↓


… Another implication is that the performance of an individual, an organization, an industry, a country, in acquiring and applying knowledge will increasingly become the key competitive factor — for career and earnings opportunities of the individuals; for the performance, perhaps even the survival, of the individual organization; for an industry; and for a country.

The knowledge society will inevitably become far more competitive than any society we have yet known — for the simple reason that with knowledge being universally accessible, there are no excuses for nonperformance.

There will be no “poor” countries.

There will only be ignorant countries.

And the same will be true for individual companies, individual industries, and individual organizations of any kind. continue



Wisdom is about awareness

Celebrating the Life of Peter Drucker

A tribute to Peter Drucker by Pastor Dr. Rick Warren —
Author of the all-time best selling book (printed in English)
The Purpose Driven Life and
Founder of Saddleback Church continue

PD → “Integrity ::: humility ::: generosity” RW’s ↑ perception


Notes from audio: On behalf of the Drucker School, Drucker Institute, Drucker Society thank you. Thank you for coming to honor this man ... Two or three hundred Drucker proverbs, Druckerisms … Had a way of saying things so succinctly ... Well Peter said ::: Principles that changed RW's life

Peter was far more that the founder of modern management and a brilliant man one of the greatest minds of the 20th century … He was a great soul ::: Any body who knew him found their lives enriched by this man ::: Uniquely great man

Met Peter when Warren was 29 years old ... Peter became not just a teacher, a mentor, a friend ... Over the years Saddleback grew to 100,000 names, 120 acre campus, network of over 400,000 churches in 160+ countries

This man changed my life ::: I don't just admire Peter, I love him for what he did in my life

First question → how often do you have to change the structure in a rapidly growing organization? First decade Saddleback growing 42% … Drucker 45% … Drucker just made up the number (a stupid question) Had to be on a consistent basis. The shoe could never tells the foot how big it gets … Organization structure had to adapt and change … had to be fast and fluid flexible if you’re going to grow and develop and meet the needs

The Purpose Driven Life (best selling book in English in history?) ::: Drucker was a purpose drive man ::: What is our business? Who is our customer? What do they value? What is our mission? And he always said it is the mission that matters. I never saw a more purpose driven person in my life

Talk about the man (Drucker) ... If I summed up Peters life in three words it would be these ... Integrity, humility, generosity ::: Three words are the antidotes to three traps of leadership

Integrity ... compartmentalize our lives … exact opposite of integrity ::: Far more than honesty … means wholeness

Authentic ::: Life was integrated ::: The only renaissance man … knew a lot about everything and integrated it all ::: It all matters

Management not just a science, art, liberal art, social construct, spiritual discipline … all of these things

Asking questions forces the other person to do their own thinking and accept the answer

Exchanging questions ::: Examples from Japanese art etc. … made it all fit ::: A way of looking at the world from a system's view … it all matters ::: Can't be just economic, spiritual, phycological … there's a relationship between it all … and it all matters

He was a man of integrity ::: Titanic myth ::: If you are weak in one area … that's where the chain breaks … it all matters ::: Peter not just taught it … he lived it … it all matters … every area of life.

Humility ::: Misunderstood term ::: Being honest about your weaknesses ::: Not cover them up … personally or institutionally ::: That needs to be changed ::: Needs to be worked on ::: Being teachable ::: All learners are leaders ::: When you stop learning you stop leading ::: Corporations require growing leaders ::: Effective Executive ::: building on strengths so weaknesses become irrelevant ::: Humility is the willingness to learn ::: The number one characteristic of humility is the ability to ask questions ::: You can learn from anybody ::: Everybody ignorant on different subjects ::: Drucker asking questions to both acquire information and make the other person think for themselves ::: Peter's greatness ::: Tears

Most of us would rather pretend that we know it all than know it all ::: Don't want to admit it when we don't know something … so we pretend … live in ignorance ::: Trained over 400,000 leaders in 162 countries over the last 30 years … the things he learned from Peter Drucker

Generosity ::: Time, affirmation ::: Miser makes us miserable ::: The more you give away the more you get

Learn from the person of Drucker … commitment to integrity, humility, generosity


Peter Drucker → he liberated me


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.

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


The Management Revolution

↑ Making knowledge productive




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

↑ It would be difficult to say, I submit, which of chapters in this volume
are “management,” which “government” or “political theory,”
which “history” or “economics.” continue

A Functioning Society ::: The (human) Ecological Vision ::: The End of Economic Man

ONCE upon a time a young man set out to write
the definitive book on China. continue

The Effective Executive ::: Managing Oneself

about Questions

Creating Tomorrow’s Society Of Citizens


Drucker and Me by Bob Buford


Peter once told me, “The fruit of your work grows on other people’s trees.”


Interview with T. George Harris ↑ → Deming, Juran, Drucker


↑ A deeper sense of purpose: T. George Harris was born a Baptist on a small and rocky Kentucky tobacco farm in 1924, a time when most Americans believed the earth was 7,000 years old and heaven was a place you could point to—straight up. …

Harris wrote and edited about many subjects, including civil rights, politics, business, psychology, careers, self-development, health and spirituality.

Served in World War II and graduated from Yale.

He became a journalist, as a reporter and later bureau chief and editor for Time and Look magazines.

Harris was a media pioneer when it came to mind-body health, for instance as founding editor of American Health magazine, and particularly about how health intersected with spirituality.

He was a founder of Spirituality & Health magazine, and was an early columnist for

Besides their friendship, Harris and Drucker were associated in a variety of ways. Post Capitalist Executive

Harris was editor-in-chief of Psychology Today and later executive editor of the Harvard Business Review.




Charles Handy a concept maker
Amazon → The Second Curve: Thoughts on Reinventing Society


The many lives of Charles Handy → YouTube link

Self renewal ::: Reinvent yourself


The world is rapidly becoming a knowledge society, a society
of organizations
, and a network society.

At the same time,
if you look at the life story of any prominent organization
you will see multiple non-linear chapters
in their story. The iPhone is not an outgrowth
of anything Apple™ had done previously.

Without an effective mission there will be no results

This ↑ is a dynamic system of evolving, non-static, and impermanent parts.


Management and the World’s Work (here) — 1850 … ↑ ↓
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. ↓

↑ is connected to → time span, unimagined futures, impossible, mental patterns, awareness, and worldview ↑ ↓

Concepts and applications → Management: Tasks, Resp., PracticesManagement, Revised Edition and Cases

What executives should remember

Executive realities ::: What makes an executive effective?

Post-Capitalist executive interview — A MAJOR work-life brainroad
… accept that it’s your own responsibility
to work on your development and not depend
on any one company

Knowledge specialty → Knowledge in application is specialized.
It is always specific, and therefore, not applicable to anything else.

How To Guarantee Non-Performance

The theory of the business et. al.

The University Art Museum: Defining Purpose and Mission

Find First Things First on this page


Management as a liberal art


2017 Wharton text + podcast ‘The End of Loyalty’: Shock and Awe for Many American Workers
“The previous generation of American workers had a different relationship with their employers
than the workers today. Many skilled-labor employees stayed with one company for the long haul,
earning solid wages, good benefits and a pension in exchange for loyalty and hard work.

But those days are long gone, notes Rick Wartzman. The reduction in salaries, retirement, health care
and other perks has prompted a breakdown in the relationship between employee and employer,
a problem that Wartzman focuses on in his book, The End of Loyalty:
The Rise and Fall of Good Jobs in America
. Wartzman, a Pultizer Prize-winning former journalist
who is a senior adviser at the Drucker Institute, joined Knowledge@Wharton
to talk about the new state of the American worker … ” podcast access ::: NPR

How did the employers “manage” to create this situation? ↑

… accept that it’s your own responsibility
to work on your development and not depend
on any one company … ↓

Moving toward organic design

Post-Capitalist Society PCS

Management Challenges for the 21st Century ::: Managing in the Next Society




Time-life navigation quotations


Great minds talk about ideas ↑ ↓, average minds talk about events,
and small minds talk about people.”
Eleanor Roosevelt

“If it works, it’s obsolete.”
Marshall McLuhan

“The reasonable man adapts himself to the world;
the unreasonable man persists in trying to adapt the world to himself.
Therefore, all progress depends on the unreasonable man.”
George Shaw

“Without deviation from the norm, progress is not possible.”
Frank Zappa

“Nobody can go back and start a new beginning,
but anyone can start today and make a new ending.”
Maria Robinson

You can’t get there from here — you can’t get to tomorrowS from yesterdayS
Bob Embry

“Success breeds complacency. Complacency breeds failure. Only the paranoid survive.”
Andy Grove

“Every decision is risky: it is a commitment of present resources to an uncertain and unknown future.”

“The customer is the foundation of a business and keeps it in existence.”

“Management has no choice but to anticipate the future,
to attempt to mold it, and to balance short-range and long-range goals.”

“Knowledge differs from all other means of production in that it
cannot be inherited or bequeathed. It has to be acquired
anew by every individual, and everyone
starts out with the same total ignorance.”

“Management will have to learn to run, a the same time,
an existing managerial organization and a new innovative one”

“You have to produce results in the short term.
But you also have to produce results in the long term.
And the long term is not simply the adding up of short terms.”

“The critical feature of a knowledge workforce is
that its workers are not labor, they are capital.”

“There is a great deal said and written these days about
the technological impacts of information. But perhaps
its social impacts are greater still, and more important.”

“We live in an age of unprecedented opportunity: If you’ve
got ambition and smarts, you can rise to the top of your chosen profession,
regardless of where you started out.”

“If you want to diagram my work, in the center is writing,
then comes consulting, then comes teaching.
I’ve never been primarily an academic.
I like to teach because that’s the way I learn.”

“Effective executives concentrate on what is important.
They are not overly impressed by speed in decision making.”

“The difficulty lies not so much in developing new ideas
as in escaping from old ones.”
John Maynard Keynes

“I’ve learned to run with success and not worry too much about non-success.
You know there’s an old saying ‘At first if you don’t succeed, try, try, try again.’
It’s wrong.
If at first you don’t succeed, try once more,
and then try something else.” Druckerism

“It is futile to try to guess what products and processes the future will want.
But it is possible to make up one’s mind what idea one wants to make a reality in the future,
and to build a different business on such an idea.” Druckerism

“Keep on going and the chances are you will stumble on something,
perhaps when you are least expecting it. I have never heard of
anyone stumbling on something sitting down.”
Charles F. Kettering

“All growth depends upon activity.
There is no development physically or intellectually without effort,
and effort means work.”
Calvin Coolidge

“Success consists of going from failure to failure without loss of enthusiasm.”
Winston Churchill

“Practically no product or service any longer
has either a single specific end-use or application, or its own market.”

The beacons of productivity and innovation must be our guideposts

“Am I not destroying my enemies when I make friends of them?”
Abraham Lincoln

“Tell me and I’ll forget; show me and I may remember;
involve me and I’ll understand.”
Chinese Proverb

“Great minds have purposes, others have wishes.”
Washington Irving

“People who are crazy enough to think they can change the world,
are the ones who do.”

“Strength does not come from physical capacity.
It comes from an indomitable will.”
Mohandas Gandhi

“I have noticed even people who claim everything is predestined,
and that we can do nothing to change it, look before they cross the road.”
Stephen Hawking

“What we see depends mainly on what we look for.”
Sir John Lubbock

“Nothing so conclusively proves a man’s ability to lead others
as what he does from day to day to lead himself.”
Thomas J. Watson Sr.

“Remember there’s no such thing as a small act of kindness.
Every act creates a ripple with no logical end.”
Scott Adams

“Management is about human beings.
Its task is to make people capable of joint performance,
to make their strengths effective and their weaknesses irrelevant.”

“All management books, including those I have written, focus on managing other people.
But you cannot manage other people unless you manage yourself first.”

“We perceive, as a rule, what we expect to perceive.
We see largely what we expect to see, and we hear largely
what we expect to hear.”

“The people who keep themselves alive and growing
also build a review of their performance into their work.”

“The most effective road to self-renewal is to look for the unexpected success
and run with it.”

“Above all, effective executives treat change as an opportunity
rather than a threat.”

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

“Tomorrow is being made today,
irrevocably in most cases.”

“To know what a business is
we have to start with its purpose.”

“Information has to be organized to challenge a company’s strategy.”

“The first policy — and the foundation for all the others — is to abandon yesterday.”

“What do we have to do now to obtain our objectives tomorrow?”

“Innovation is thus not only opportunity.
It is not only risk. It is first and foremost responsibility.”

“To be effective, an innovation has to be simple, and
it has to be focused.”

“Forget past mistakes. Forget failures.
Forget everything except what you’re going to do now
and do it.”
Will Durant

“Learning and teaching are going to be more deeply affected
by the new availability of information
than any other area of human life.”

“If you don’t encounter setbacks in your career,
if you don’t have doubts and disappointments,
let me tell you, you’re not dreaming big enough.”
Michael Bloomberg

“Just because people are doing extraordinary things
doesn’t mean they’re not ordinary people.”
Laird Hamilton

“I haven’t failed. I’ve just found 10,000 ways that won’t work.”
Thomas Edison

“I am always doing that which I cannot do,
in order that I may learn how to do it.”
Pablo Picasso

“You can’t build a reputation on what you are going to do.”
Henry Ford

“I’ve learned that people will forget what you said,
people will forget what you did,
but people will never forget how you made them feel.”
Maya Angelou

“Never let your memories be greater than your dreams.”
Doug Ivester

“Even if you’re on the right track,
you’ll get run over if you just sit there.”
Will Rogers

“Don’t just be yourself. Be all of yourself.
Don’t just live. Be that other thing connected to death.
Be life.”
Joss Whedon

“Always remember, your focus determines your reality.”
George Lucas

“It is paradoxical but profoundly true and important principle of life
that the most likely way to reach a goal is to be aiming
not at that goal itself but at some more ambitious goal beyond it.”
Arnold Toynbee

“Not only can you not plan the impact you’re going to have,
you often won’t recognize it when you’re having it.”
Dick Costolo

“What do you want to be remembered for?”

Peter Drucker — my life as a knowledge worker

thinking broad and thinking detailed


Could we be embedded within ↑ ↓ just ONE dynamic system moving in time?


Imagining navigation course changes

Imagine it’s 1910 and you’re 21 years old.

Your parents fit in one of the following resource groups: dirt poor, barely struggling to survive; are employed by a major institution; or are wealthy enough to be truly independent.

You are living in one of the following cities: New York City, London, Paris, Rome, Berlin, Warsaw, Moscow, Shanghai, or a small town in Kansas.

Under each of the possible resource and location situations above, what would you schedule in your calendar for the upcoming yearS?

Try adding different skin colors or ethnicities to this thinking exercise

How would these calendar entries alter your situation as time and reality unfold?

Try searching this page for the word “aim

If you repeated this mental exercise in 1940, 1960, 1980, 2000, today or 2030, what would you change?

How would ecological awareness be helpful?

How could you alter your calendar procedure to minimize the repeated rescheduling of important actions?

Taking the 77 Important Truths I've Learned About Life into account, how would they change what you put in your calendar?

See BrainroadS and image at the top of this page




Every social problem is an opportunity


Good intentions aren’t enough; define the results you want.


The number of non-profits and charitable organizations in this country has exploded in the past several years, but many of them get poor results, Drucker said, because “they don’t ask about results, and they don’t know what results they want in the first place.

They mean well and they have the best of intentions, but the only thing good intentions are for (as the maxim says) is to pave the road to hell.”

To achieve the best results, Drucker said people must ask the right questions and then partner with others who have the expertise, knowledge, and discipline to get the right results.


What need’s doing? ::: How to guarantee non-performance ::: The Five Most Important Questions You Will Ever Ask About Your Nonprofit Organization ::: What Results Should You Expect? — A Users’ Guide to MBO ::: Life 2.0 ::: Allocating your life ::: Without an effective mission there will be no results ::: Managing Oneself ← a revolution in human affairs ::: Creating Tomorrow’s Society Of Citizens ::: Purposeful Innovation (try a page search for “purpose” in Innovation and Entrepreneurship)


The twenty-first century will surely be one of continuing social, economic, and political turmoil and challenge, at least in its early decades.

The Age of Social Transformations is not over yet.

And the challenges looming ahead may be more serious and more daunting still than those posed by the social transformations that have already happened, the social transformations of the twentieth century.

Yet we will not even have a chance to resolve these new and looming problems of tomorrow unless we first address the challenges posed by the developments that are already accomplished facts, the developments reported in the earlier sections of this essay. ↓

Introduction to a A Century of Social Transformation ::: The Social Structure and Its Transformations ::: The Rise and Fall of the Blue-Collar Worker ::: The Rise of the Knowledge Worker ::: The Emerging Knowledge Society ::: How Knowledges Work ::: The Employee Society ::: What Is an Employee? ::: The Social Sector ::: Knowledge Economy and Knowledge Polity ::: School and Education as Society's Center (not the present system) ::: The Competitive Knowledge Economy ::: How Can Government Function? ::: Conclusion: The Priority Tasks — The Need for Social and Political Innovations




Thoughts on knowledge productivity


… This is a purely arbitrary distinction—necessary perhaps to learn and to teach a “subject,” but irrelevant as a definition of what knowledge is and what it can do.

From knowledge to knowledges and
Knowledge exists only in application

The way we traditionally arrange our businesses, government agencies, and universities further encourages the tendency to believe that the purpose of the tools is to adorn the toolbox rather than to do work.

Peter Drucker: Social Ecologist

In learning and teaching, we do have to focus on the tool.

In usage, we have to focus on the end result, on the task, on the work.

Only connect was the constant admonition of a great English novelist, E.M. Forster.

It has always been the hallmark of the artist, but equally of the great scientist — of a Darwin, a Bohr, an Einstein.

At their level, the capacity to connect may be inborn and part of that mystery we call “genius.”

But to a large extent, the ability to connect and thus to raise the yield of existing knowledge (whether for an individual, for a team, or for the entire organization) is learnable.

Eventually, it should become teachable. continue



“The knowledge we now consider knowledge proves itself in action. What we mean by knowledge is information in action, information focused on results. … These results are seen outside the person—in society and economy, or in the advancement of knowledge itself.” — Peter F. Drucker

“To make knowledge productive, we will have to learn to see both the forest and the tree. We will have to learn to connect.” — Peter F. Drucker

“There are risk and cost to a program of action, but they are far less than the long-range risk and cost of comfortable inaction.” — John F. Kennedy




There is a site breadcrumb trail ↓ near the bottom of this page




Each “thought-fragment” ↓ on a board ↓ could be a brain address
along one of many brainroadS. A brain address book is needed
which can be appropriately reviewed …

Trying to SEE





Economic content and structure snapshot ↓ ::: Larger view



In a growing economy ↑, things should get easier — right?



“The stepladder is gone, and
there’s not even the implied structure
of an industry’s rope ladder.

It’s more like vines …


and you bring your own machete.

You don’t know
what you’ll be doing next


He’s ↑ trying to see & figure out ↓ what needs doing next

sit-combo-pict-340w = real life adventures + exploration ↑ ↓

Your thinking, choices, decisions are determined by what you have seen ↑ ↓

“Seeing” ↑ ↓ precedes Doing

“Looking” comes before “Seeing”

The people who will largely shape an individual’s future
are aware — if only subconsciously — of that individual’s
worldview breadth and realism


Beware of the GTD model (getting things done)
The things that 99.7% of people get done
don’t adequately deal with the challenges of
navigating a world moving toward unimagined futures


Arrogance, apathy, complacency


Peter Drucker → The Über Mentor → Top of the food chain ↓

A political/social ecologist
A uniquely constructive and dominant worldview.
Different from disciplines and education system “courses.”
Beware of working with invalid assumptions (here).

drucker business week

The Dangers of American Complacency

Arrogance, apathy, complacency


… but the only thing that is “new” about political ecology is the name.

As a subject matter and human concern, it can boast ancient lineage, going back all the way to Herodotus and Thucydides.

It counts among its practitioners such eminent names as de Tocqueville and Walter Bagehot.

Its charter is Aristotle’s famous definition of man as “zoon politikon,” that is, social and political animal.

As Aristotle knew (though many who quote him do not), this implies that society, polity, and economy though man’s creations, are nature to man, who cannot be understood apart from and out of them.

It also implies that society, polity and economy are a genuine environment, a genuine whole, a true “system,” to use the fashionable term, in which everything relates to everything else and in which men, ideas, institutions, and actions must always be seen together in order to be seen at all, let alone to be understood. continue




Managing Oneself — a revolution in human affairs —
an “earlier” site beginning point.


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 here .


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.




Why America’s Richest Cities Are Pulling Away From All the Others
(What are the implications for them and the rest?)



The road ahead … ↑ going where no one has gone before ↑ ↓

We are all born into changing worldS
at different points in time
and different situationSsituation examples.

These situations frequently become life-long mental prisons
without awareness

Very, very, very frequently this ↑ is not seen before
an unpredictable, life-altering major change
or discontinuity takes place.


This complex reality ↑ is reflected in
the non-linear jumble of topics here ↑ ↓


To have a chance to deal with these realities
a pre-thought work approach is needed: the calendarization
of informed horizons to work toward ↓

This work approach has to extend beyond a current job or employer


The calendarization includes
concept   seeing & noting,

harvesting and action thinking — explored further down the page.


Seeing the non-linearity of time, the systems or
ecologies within which we are embedded and
the way-points you need to navigate during your
evolving horizons is very challenging … Attention


The Black Cylinder Experiment

Part of this challenge can be visualized by conducting a page search for
knowledge, information, innovation, leader,
marketing, or management …


One way to digest the thought fragments on this page
is to visualize them along a timeline ↓

life lines

career time view

The concepts on the career time view illustration ↑ can be found by a page search




This site is not for you if you think tomorrow
is going to be an extrapolation of yesterday and
that some organization or politician is going to take care of you — despite
all the evidence to the contrary.

If you’re convinced that your daily work routines or
some organization change program is a safety net,
then this site is not for you.

If you naïvely believe that the
conversation and thinking that takes place behind closed doors
revolve around making your fantasies or passions come true,
then this site is not for you.

These ↑ notions essentially sabotage
the future of society and future generations.

If you accept that it’s your own responsibility
to work on your development and not depend
on any one company, maybe this site ( can help you
see your basic options or horizons continue


You can’t design your life around a temporary organization



How could you calendarize the concepts ↑ ↓ on this page?

The secret office


larger version ↑ ::: Realities ::: The outer limit of your concern? ↑

We have no idea what’s coming next — other than it will be dramatically different — and

there is no way to know. There is no way to know what goes on behind closed doorS or

predict “Titanic type events” that sink rich and poor alike …


There are no permanent answers here or anywhere else ↓


The future is unpredictable and that implies it ain’t gonna be like today … And
with age and time we may become different people
in different situations


… And yet we can only work on, with and toward the ideaS ↓ on our mental radarS

at a point in time ↑ (see the images on this page)connection

The lack of competing patterns ↓ — the perennial danger

He’s ↓ trying to decide on the next effective action


Each clue ↑ ↓ could be called a “brain-address” and thought fragment

@Pew Research Center ::: @Project Syndicate ::: @TheEconomist ::: @FT ::: The Long Shadow of WW I

The blue hat+ is needed ↑

The return on luck ↑ ↓ requires action (calendarize this?)

Successful careers ↑ are not planned ↓




2 additional concepts that express the same ideas as the page title

or mental tools for working & living through time ↑ It ain’t always convenient …

@Pew Research Center ::: @Project Syndicate ::: @TheEconomist ::: @FT ::: The Long Shadow of WW I

or Navigating unimagined horizonS ↓ and their opportunitieS




“The world ain’t what it seems … The moment
you think you’ve got it figured out you’re wrong.”



“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




The navigation challenge ↑: to grow,
to change, and to age
becoming a prisoner of the past


Circa 1960 … “Indeed anyone over forty lives in a different world
from that in which he came to manhood,
lives as if he had emigrated, fully grown,
to a new and strange country.” continue


The closed doorsmay not even be obvious — China’s One Belt, One Road: Will it
reshape global trade? continue


Successful careerS ↓ are not planned continue


Unimagined futureS ↓ for many people

Many of these organizations ↓ were not initially resource strapped — at one time they may have had plenty of financial resources and they didn’t lack people with high educational credentials (Nobel laureates, Ph.Ds, MBAs), high IQs, high performance ratings or long experience, facilities or the popular activities (“marketing”, “innovation efforts”, “strategic planning”, “quality” efforts, employee and management “development”) Who Says Elephants Can’t Dance?

What changed their fortunes? What were their reactions? How mentally prepared were they?


larger view

There can’t be reached from heretomorrowS can’t be reached from yesterdayS
— at least not directly …

The concepts and patterns implied in the illustration above ↑ can be used
for testing the snake oil that floods through the Internet.

Of the 500 companies that started the Standard & Poor’s index,
85% failed to survive forty years –
less than the working life of the people in them –
and these figures pre-date the 2007/8 crisis.
Only one of the original 500 remains.
In Europe, the average life expectancy of a company
is currently around 12.5 years. continue

So when you lose your current source of income ↑
how many top of the food chain organizations (here and here)
will be clamoring to get you?
Why would they be interested in you?
What do you have that they want?

All one can do is strive to have a prepared mind ↓ that doesn’t extrapolate the past …

… and nobody is going to do it for you — quite the opposite!



This page is a top-of-the-food-chain exploration path
for collecting navigation building blocks below

These building blocks are essentially thought fragments and “brain-addresses”

horizons to work toward and those to steer away from

It is your job to connect these fragments in ways
that are genuinely useful to you over the long-term …

Look ↓ → north, south, east, west and note what you see ↓ continue

(calendarize this ↑?)



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

Peter Drucker ::: The Über Mentor



A quick page scroll provides a preview of this page’s breadth



Navigating can only be undertaken
with what’s on each individual’s mental radar (explore ↓)
at a point ↓ in time
↓ → about time


Danger: yesterday’s mental patterns

“No two persons ever read the same book.” — Edmund Wilson

“Truth ↑ is a particular constellation of circumstances ↑ with a particular outcome ↑” continue

“The actual results of action are not predictable ↓ ” continue

Areas of change ↑ = opportunity continue


Knowledge → ← research management and technologies outside one’s field of vision at a point in time are two examples of point-in-time dependance

Organization as a community destabilizer at a point-in-time is another example

Windows of opportunity

Connect, only connect

These examples of ↑ areas of change are dynamic rather than static. They produce continuing sets of new realities and new options ↓ …

Four forces are upending everything you thought you knew | McKinsey Global Institute

New Maps, New Media and a New Human Condition — Knowledge@Wharton

Summer’s Unhappy Returns by Project Syndicate — Project Syndicate

Why China’s Cities Will Drive Global Growth by Chang Ka Mun and Jaana Remes — Project Syndicate

The Economic Trend Is Our Friend — Project Syndicate

Experimental Capitalism by Haydn Shaughnessy (fortune favors the bold)

Google: disruptive

“Shipping: The struggle to stay afloat

Last month (August 2016) Hanjin Shipping, one of the world’s largest shipping-container firms, filed for bankruptcy protection.

Around the world, 66 of its ships, loaded with $14.5 billion of goods, were left stranded at sea.

Ports refused to let the vessels dock because the line had no money to pay unloading fees.

Companies that move their goods around by sea are worried that other container lines will soon follow, writes our online business editor” continue



What’s needed to make that navigation effective?

First of all, taking more responsibility for oneself and not depending on any one company continue

This implies that you can’t depend on any of society’s organizations, but all of them aren’t going to simultaneously vaporize — some will crystalize and die a slow death, some will transmute themselves, some will die a sudden death and there will be new ones that survive the startup process … continue


“Making a living is no longer enough,” wrote management guru Peter Drucker. “Work also has to make a life.” (calendarize this?)

If you want to keep good people, their work needs to provide them with meaning — a sense they are doing something important, that they are fulfilling their destiny.

At the end of the day, these psychological needs are likely to be as important, and perhaps more important, than the salary you pay. source

Effective navigation requires choosing one’s horizons very wiselyexperts speak :(


“Making a living is no longer enough,” …
Work also has to make a life.”
Druckerism (calendarize this?)


“History’s great achievers—a Napoleon, a da Vinci, a Mozart have always managed themselves.

That, in large measure, is what makes them great achievers.

But they are rare exceptions, so unusual both in their talents and their accomplishments as to be considered outside the boundaries of ordinary human existence.

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. see about “time”

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.” continue



Caution: the knowledge areas (fiefdoms) contained within the education system do not control reality continue



Fortune favors the prepared mind ↓


@Pew Research Center ::: @Project Syndicate ::: @TheEconomist ::: @FT ::: The Long Shadow of WW I

Peter Drucker (a social ecologist) → he liberated me

Drucker: The Man Who Invented the Corporate Society


“I (Drucker) am not a ‘theoretician’; through my consulting practice I am in daily touch with the concrete opportunities and problems of a fairly large number of institutions, foremost among them businesses but also hospitals, government agencies and public-service institutions such as museums and universities.

And I am working with such institutions on several continents: North America, including Canada and Mexico; Latin America; Europe; Japan and South East Asia.” — PFD




The 500+ pages on are attention directing tools for navigating a world moving toward unimagined futureS.

It’s up to the reader — the explorer — to figure out what to harvest and calendarize

Calendarization means working something out in time (1915, 1940, 1970 … 2040 … the outer limit of a person’s concern) — nobody is going to do it for them.

A foundation + you can’t build a life around a temporary organization

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

The reader’s future is between their ears and our future is between our collective ears — it can’t be otherwise.




The apparently unperceived constant reality


We are surrounded by previously unimagined futureS ↑ ↓

We may also be embedded in previously unimagined futures

Nobody and I mean nobody, foresaw today’s world just
a few years ago and nobody
knows what tomorrowS will bring …

… except it won’t be like today

You can easily test this assertion ↑ by looking back in time …

Examples ↑ can be seen in the daily news …
Twitter: @TheEconomist @FT @ProSyn @mckinsey
@whartonknows @pewresearch @GallupNews

So don’t get surprised by the next sudden discontinuity
in your strategic situationS
. examples


Try to maintain an informed ↑ proactive work approach
It ain’t easy …
in fact, it is very, very difficult


The alternative ↑ to a proactive approach
is waiting to fail before
exploring new and different horizons


And how and where will younger generations
gain exposure to a comparable thoughtscape ↓ ↑ —
the education system? NOT, at work? NOT, or from a narrow focus consultant? NOT

Will they be left behind in the shift to knowledge work? PCS

Will they inherit a world in stagnation and not see ↓ what to do? PCS


“Vienna in 1909 was widely recognized as the intellectual hub of Europe, if not the world.

And Peter’s parents, Caroline and Adolph, a top trade official for the Austro-Hungarian Empire, traveled easily among the elites of the day.

Indeed, their home on Kaasgrabengasse, a quiet avenue in the Viennese neighborhood of Döbling, embodied the tradition of the European salon society.

Two or three times a week his parents hosted gatherings of state officials, doctors, scientists, musicians, and writers to discuss a remarkably wide range of topics.

Peter, who would become a true polymath, soaked in all of it.

¶ ¶ ¶

Among his parents contemporaries was Sigmund Freud, who became known as the “father of psychoanalysis.”

Peter was eight years old when he first met Freud and recalled what his father told him later that afternoon: “Remember, today you have just met the most important man in Austria and perhaps in Europe.”

Ironically, Peter would go on to be celebrated as the “father of modem management,” a title that held little interest or fondness for him.” continue



Navigating requires finding “horizons” or “destinations”
and “way-points” to work toward ↓
… but how can this be done in a world moving toward
repeated unimagined futureS? more examples


It is impossible to work on “things” ↑
that aren’t on your mental radar ↓

↑ is an over-simplification — it should mention START ↓ to work

Those “things” ↑ don’t fit into one familiar, remotely-neat, integrated tool kit ↓
… but everything here ↑ ↓ is intertwined …

Reading is only the first step in navigating
calendarizationworking something out in timeis essential

Your mental radar needs to contain top-of-the-food-chain ideas
that don’t make you a prisoner of the past


currently ↓ individually ↓ and collectively ↓ → Awareness


Site scope
This site contains over 500 web pages ↑ and thousands of topics

Fortune favors the prepared mind” continue

Once you see something you can’t unsee it




Just reading is not enough …

Concepts have to be converted into daily action

book harvesting


Harvesting and action thinking are needed

Managing oneself should be the action foundation

You can select and note areas of interest. You can employ what does this mean for me? (illustration) with the PMI, dense reading and dense listening plus thinking broad and thinking detailed with operacy to see where that takes you. The potential effectiveness of our thinking depends on our existing mental landscape → see experts speak. What’s the next effective action?


Concept acquisition → action conversion → click image ↓


harvest and implement

When we are involved in doing something, it is very difficult
to look outside that involvement — even when our future depends on it.
Additionally, everything eventually outlives its usefulness continue


And now for the rest of the story


Being prepared for what comes next





This page and its links contain thought fragments that can be added to your life evidence wall ↓, thoughtscape and timescape ↓


↑ Translated into an action system for building YOUR life


A quick page scroll provides a preview of the breadth involved …

As you are looking at the thought fragments on this page and site, don't memorize → instead calendarize. Use these though fragments as a tool to redirect your attention from your current routines to possible horizons and action constellations to work toward. Liberate yourself → Don’t be a prisoner of the past …

You can only work on, with, and toward ↑ the things on your mental radar at a point in time ↓. This means you need an individual work approach and approach to work. Briefly this entails: mental exploration ↑ ↓; selection and noting; time scheduling; reviewing; doing; expectation recording; feedback; and monitoring change … The ideas and realities of on, with, and toward ↑ need to be fully perceived — time and place dependence — for any of this to be individually useful …


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


Aim high ↑ ↓ Parallel thinking

Life 2.0


If every stage ↑ results in organization resource increases
then the next stage can move more quickly, but
innovation in the existing organization requires special effort


↓ collected, effective thought fragments provide building blocks ↑ ↓ ::: project plan ↓

Life 2.0

“Making a living is no longer enough,” …
Work also has to make a life.”
Druckerism (calendarize this?)

Action system


Larger view

Time spans


back to top

Successful careerS are not planned continue


“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




Kitchen utensils metaphor: Our kitchens typically contain utensils and devices that make possible or assist us in what we are attempting. Once a person SEES the device or utensil’s function, they can use it when it’s appropriate — at the right time and in the right sequence. The same applies to thought fragments ↑ ↓. What happens when you add recipe books, websites, or tv shows to the cook’s arsenal?

Chess metaphor: Situation review → Consider alternative available moves → Make your move(s) → Evaluate new situation → Others respond → Repeat loop

Imagine this ↑ taking place in multiple parallel conceptual spaces

How can you connect the intersections between a concept or thought fragment and a point in time (needs doing)?




The “memo” ↓
THEY don’t want you to see

THEY ↑ are the simpleton ideologues plus the political
and organization power structures …
THEY act as if tomorrowS are going to be like yesterdayS — they
direct efforts toward problems not opportunities.

THEY don’t want you to be able to circumvent them.
THEY want you depending on them — it makes them feel “important.”
THEY “want” you to be a prisoner of yesterday — just like they are …

THEIR approach effectively sabotages themselves (if they get caught),
THEIR communities, THEIR colleagues and the future of society

Don’t be their victim …





“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.” ― more on abandonment

Organization efforts ::: Opportunities




WIP: This “subject” is a complex and evolving timescape → As you are exploring this page and its linked pages try to develop a mental model — a work approach and approach to work — that is adequate to your realistic needs — which includes how you touch others and how will you remember and revisit what you’ve seen before the next crisis?




TomorrowS … you can’t get there directly from here ↓
… so you can’t get there by piling up more todayS — even
by making some adjustments.
The challenge is to “go where no one has gone before”  


Time usage is the central navigation challengeabout time

Clue ↑: if you keep doing what worked in the past you’e going to fail — think about it …

Allocating your life is a related dimension …

Everything here concerns time investing and time investments …


Freedom is the heaviest burden ↓ laid on man … about freedom


Information is not enough … thinking is needed




“If you know the road, life is easier. If you can see the road, life is easier. If you can discover new roads, life is richer. If you know you have a choice of roadS, life is richer.” … more wisdom

To know and not do is to not yet know

Having alternative mental landscapes is a very good !!! thing … essential competing patterns

Edward de Bono’s thoughtscape

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


“One can … never be sure
what the knowledge worker thinks—and yet
THINKING !!! is her/his specific work;
it is his/her “doing.””

When does a person possess a broad enough mental landscape
to effectively work on the challenges confronting them? ↓ ↓ ↓


Dealing with risk and uncertainty ↑ ↓


Reality check

People at each of these organizations ↑ ↓ think they are doing fine. They
act — mis-act — on this assumption …


larger view

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

Tomorrow they’re gone or in turmoil.”

HP 10+ years later

Only The Paranoid Survive

There ↓ can’t be reached from heretomorrowS can’t be reached from yesterdayS
— at least not directly …



From Inside-Out to Outside-In worldview


“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


Conditions for survival


Going outside


Making the future — a chance for survival

Successful careerS are not planned ↑ continue

The life span ↑ of successful companies has been shrinking steadily … victims of success

How to guarantee non-performance ::: What results should you expect?

McKinsey & Company (Global management consultants) on
the disappointing realities of change programs and learning / training

“We need a new concept of information and
a new understanding of learning and teaching.” — Peter Drucker

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

What Matters Now: How to Win in a World of Relentless Change, Ferocious
Competition, and Unstoppable Innovation
by Gary Hamel

When consultants and other advice givers ↑ do their thing,
there is a foundational assumption that the object of their focus can be tweaked
so as to last forever — disco, station wagons …
In other words they are trying to predict what is unpredictable.

Successful careerS are not planned ↓ continue


… By now everybody at General Motors knows that these are the crucial problems. And yet General Motors does not seem able to resolve them. Instead General Motors has tried to sidestep them by the old — and always unsuccessful — attempt to “diversify.” Acting on the oldest delusion of managements: “if you can’t run your own business buy one of which you know nothing,” General Motors has bought first Electronic Data Systems and then Hughes Aircraft. Predictably this will not solve General Motors’s problems. Only becoming again a truly effective automobile manufacturer can do that. — The Concept of the Corporation


The theory of the business et. al.


The spirit of performance




Taking careerS responsibility in a world repeatedly moving toward unimagined futureS — continuing radical changes in the world of work ↑ ↓ and the world of employers ↑ (it’s all around you already)


larger version

This responsibility ↑ includes: (a foundation of awareness ::: the right kind of education ::: a valuable, mobile knowledge specialty (a knowledge specialty applicable to a specific application where they need you more than you need them) ::: self-knowledge ::: finding meaningful work that builds on your strengths and values ::: self-placement ::: contribution thinking and doing ::: self-development ::: evolving aspirations that aim high ::: not depending on any one organization ::: becoming and remaining mobile (what do — or will — you have that others want? and why would they be interested in you?) ::: the second half of your life + ? the main career evolution exploration path

For knowledge workers, How do I perform? may be an even more important question than What are my strengths?


“You must take integrating responsibility for putting yourself into the big picture.” Pluralism


Knowledge Work As A System — orthopedic surgeons


Where do MBAs fit in a knowledge organization? continue


The Educated Personhere and here


Young people not knowing how to connect their knowledgeDrucker on Asia


No matter how much money you’re making you may still be a passenger on a Titanic. Try to keep an eye on external conditions and maintain an realistic, effective escape strategy and plan. (calendarize this?)


Make a difference

If you went to the mall or a major service provider and looked at the offerings → Which ones really make a difference? For whom? Under what circumstances?

Pretend that this thinking exercise ↑ was conducted at different points in time → What would you see?


Try to mentally arrange the elements ↑ above so they lead you …


larger view


A structural view ↑ ↓


larger view


The executive and the knowledge worker have only one toolinformation

Quantification for most of the phenomena in a social ecology is misleading or at best useless continue



Don’t tell anyone they can be anything they want ↓


“Most human beings excel at one thing at most, and not very many excel even at one.

And very few people excel at more than one.

And I don’t think you’ll find anybody who excels at three.” — PFD


Apply this ↑ observation to
Managing Oneself and Post-capitalist executive



“It’s up to you to keep yourself engaged & productive during a work life that may span some 50 years.” — the usual suspect


But in our knowledge economy, says Drucker, “if you haven’t learned how to learn, you’ll have a hard time.

Knowing how to learn is partly curiosity.

But it’s also a discipline.”

He’s talking about learning for life — rather than schools, grading etc.
Is that learning to do what the life situation needs?



Warning: the corporate-ladder is a dying concept — think symphony orchestra and taking on one assignment after the other.

Managing the boss is an essential career skill.

Promotions don’t automatically confer new magical capability continue

Leaders and leadershipbeware of snake-oil sales pitches

… “And another thing, they know how to say no.

The pressure on leaders to do 984 different things is unbearable, so the effective ones learn how to say no and stick with it.

They don’t suffocate themselves as a result.

Too many leaders try to do a little bit of 25 things and get nothing done.

They are very popular because they always say yes.

But they get nothing done.” (calendarize this?)



In my job there isn't much challenge, not enough achievement, not enough responsibility; and there is no mission, there is only expediency

Today, the great majority of Americans live in big cities and their suburbs.

They have moved away from their moorings, but they still need a community.

And it is working as unpaid staff for a non-profit institution that gives people a sense of community, gives purpose, gives directioncontinue

Beware of good intentions



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 ↓
back to the top

Being prepared for opportunities

This is who I am ::: The new job

(Attention, dissect, harvest, calendarize these ↑?)

Traditional career paths are an endangered species and
all career paths will lead toward unimagined futureS — continued below

This ↑ takes place within the dynamics of a changing world


This thoughtscape ↑ ↓ is not about looking for or doing jobs.
It is about continuously looking for YOUR future liveS
and own person — a moving target.

Our natural mental foundation in life is that of a baby, a teenager,
a beginner, an imitator of numerous other ordinary people …
with no exposure toward top-of-the-food-chain vision and thinking.

The best time (remember time usage?)
to work on creating your futureS is when you don’t need to —
when there isn’t a serious cloud in the sky — like now.
Nobody is going to do it for you … Josh Abrams stages ++

What do you want to be remembered for?

First, one has to ask oneself what one wants to be remembered for.
Second, that should change. It should change both with one's own maturity
and with changes in the world.
Finally, one thing worth being remembered for
is the difference one makes in the lives of people.
"None of my books or ideas mean anything to me in the long run.
What are theories? Nothing. The only thing that matters is how you touch people.
Have I given anyone insight? That's what I want to have done.
Insight lasts; theories don't. And even insight decays into small details,
which is how it should be. A few details that have meaning in one's life are important."
A tribute to Peter Drucker by Rick Warren

What Got You Here Won't Get You There

Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It

Richard Hackborn: The Man Behind the Curtain in the Hewlett-Compaq Merger

From an overall viewpoint this thoughtscape ↑ ↓
is about the future of society
If capable people just keep on doing
what they are currently doing
there will be stagnation or worse → road ahead PCS



The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons

Deciding ↑ where to jump next ↓ — there
are no guaranteed safe landing spots … and
that’s why you need to be mobile
Why great companies fail


Larger view


Money ↑ knows no fatherland ↑ Nor does information … An economic
landscape and timescape → content and structure of the economy

FULL UP: there is no vacuum, there are no gaps.
Time, space and resources are all committed continue

Knowledge system view ↑ ↓ (image only)



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

They were coined around 1960, simultaneously but independently—
the first by a Princeton economist, Fritz Machlup,
the second and third by this writer.

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.
Chapter 4, Management, Revised Edition




This is far more than a social change. It is
a change in the human condition. continue

The Emerging Knowledge Society

… “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

How Knowledges Work

The Employee Society

What Is an Employee?

The Social Sector

Knowledge Economy and Knowledge Polity

School and Education as Society’s Center
(not the present system)

The Competitive Knowledge Economy

How Can Government Function?

Conclusion: The Priority Tasks — The Need for
Social and Political Innovations

The twenty-first century will surely be one of continuing
social, economic, and political turmoil and challenge, at least in its early decades.

The Age of Social Transformations is not over yet.

And the challenges looming ahead may be more serious and more daunting still
than those posed by the social transformations that have already happened,
the social transformations of the twentieth century.




Knowledge exists only in application


Peter observed that we are now in another critical moment:
the transition from the industrial to the knowledge-based economy
We should expect radical changes in society
as well as in business.
“We haven’t seen all those changes yet,” he added.
Even the very products we buy will change drastically. …
He spent the better part of the next two hours defining and pulling this idea apart
(the application of knowledge to knowledge): the importance of
accessing, interpreting, connecting, and translating knowledge” …  more


3 kinds of intelligence and 9 action behaviors ↑ ↓ ← Niccolò Machiavelli ↑ ↓


Larger view ↑ ::: TEC-PISCO

Thought collector and harvested action items

It is impossible to work on things that aren't on your mental radar

Life 2.0

“Making a living is no longer enough,” …
Work also has to make a life.”
Druckerism (calendarize this?)

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


Larger view

dense reading and dense listening plus thinking broad and thinking detailed

Six Thinking Hats ↓ ::: Teach Yourself to Think ↓ ::: Why?

Thinking canvases are needed

Aim high ↑ ↓ Parallel thinking ::: “Begin with an end in mind — sight”

Executive responsibilities: decisions → that lead to real change

Operacy — the thinking that goes into doing

Water logic vs. rock logic

“The actual results of action are not predictable ” continue


Larger view

Constant vigilance is required to prevent oneself from being mentally blind to the changes taking place around them while they are busy encapsulated within their own mental involvements (calendarize this?)


In the real world → levels of work and impact can be perceived:

The invisible hand


The designing network

The shaping network

The doing networks

Professional football

College football

High school football


“Follow effective action with quiet reflection.

From the quiet reflection will come even more effective action.” — Peter Drucker




It’s not just that the world has changed.
It is that the way the world ↓ functions ↓ has changed !

… but it is happening at different times and speed in different places

ExampleSthe manager and the moron ↑ ↓
Knowledge not economic ::: Information economics

Next? Return to top or Knowledge economy +++ ↑ or Far-east cities




Unimagined FutureS ↑ ↓
Post Capitalist Society PCS ::: a thoughtscape


A Century of Social Transformation — Knowledge Economy and Knowledge Polity !!! ↑


The shift from manual workers


“Every few hundred years in Western history there occurs a sharp transformation.

We cross what in an earlier book, I called a “divide.”

The New Realities—1989.

Within a few short decades, society rearranges itself
its worldview; its basic values; its social and political structure; its arts; its key institutions.

Fifty years later, there is a new world.

And the people born then cannot even imagine the world in which their grandparents lived and into which their own parents were born.

awareness ↑ ↓

… and at that time ↓, unimagined futureS seemed unthinkable …
because tomorrow is always going to be like yesterday … right?


back to top

Who would imagine the British Empire and social system ↑ unraveling? …
And then almost a century later the withdrawal from the EU (brexit)

Successful careerS are not planned continue

On June 28, 1914 Archduke Franz Ferdinand ↓ of Austria was assassinated.

This lead to WW I and the punitive treaty at its conclusion
which lead to Hitler and WW II, which lead to
the awakening of a sleeping giant (the U.S.), which lead to Japan’s ascendance
as a global economic power and
then to the rise of South Korea, Singapore, and the overseas Chinese …

Long Shadow


… and at that time ↓, unimagined futureS seemed unthinkable …


… and at that time ↓, unimagined futureS seemed unthinkable …


… and at that time ↓, unimagined futureS seemed unthinkable …


Will this ↑ be the last unimagined change in the sequence portrayed above?
If not, when will unimagined change come to a halt?

Yahoo! — an organization odyssey



We are currently living through just such a transformation.

It is creating the post-capitalist society,
which is the subject of this book.

... snip, snip ...

A Century of Social Transformation —
Emergence of Knowledge Society

... snip, snip ...

Our period, two hundred years later, is such a period of transformation.

This time it is not, however, confined to Western society and Western history.

Indeed, it is one of the fundamental changes that there no longer is a “Western” history or, in fact, a “Western” civilization.

There is only world history and world civilization—but both are “Westernized.” see images below

... snip, snip ...

The Vanishing East

... snip, snip ...

The one thing we can be sure of is that the world that will emerge from the present rearrangement of values, beliefs, social and economic structures, of political concepts and systems, indeed, of worldviews, will be different from anything anyone today imagines. (so a “work approach” and “approach to work” is needed ↓)

... snip, snip ...

Making the future → a chance for survival

... snip, snip ...

That the new society will be both a non-socialist and a post-capitalist society is practically certain.

And it is certain also that its primary resource will be knowledge.

… but not knowledge as it is presented in the education system

left behind in the shift to knowledge work

This also means that it will have to be a society of organizations.

… and Knowledge Workers hold THE crucial card in their mobility

The Management Revolution

Certain it is that in politics we have already shifted from the four hundred years of the sovereign nation-state to a pluralism in which the nation-state will be one rather than the only unit of political integration.

It will be one component—though still a key component—in what I call the “post-capitalist polity,” a system in which transnational, regional, nation-state, and local, even tribal, structures compete and co-exist.”

“The more transnational the world becomes, the more tribal it will also be.

This undermines the very foundations of the nation-state.

In fact, it ceases to be a “nation-state,” and becomes a “state” plain and simple, an administrative rather than a political unit.

Internationalism, regionalism, and tribalism between them are rapidly creating a new polity, a new and complex political structure, without precedent”

... snip, snip ...

The economic challenge of the post-capitalist society will therefore be the productivity of knowledge work and the knowledge worker.

People can only get paid in accordance with their productivity,
Knowledge: Its Economics and Its Productivity,
Management Challenges for the 21st Century and
New-productivity challenge

... snip, snip ...

Forty years ago, people doing knowledge work and service work formed still less than one third of the work force.

Today, such people account for three quarters if not four fifths of the work force in all developed countries—and their share is still going up.

Their productivity, rather than the productivity of the people who make and move things, is THE productivity of a developed economy.

It is abysmally low.

The productivity of people doing knowledge work and service work may actually be going down rather than going up.

... snip, snip ...

To improve the productivity of knowledge workers will in fact require drastic changes in the structure of the organizations of post-capitalist society, and in the structure of society itself.

... snip, snip ...

Unless we can learn how to increase the productivity of knowledge workers and service workers, and increase it fast, the developed countries will face economic stagnation and severe social tension.

... snip, snip ...

… 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.

Outsourcing (not offshoring) ::: Making the future

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.


... snip, snip ...


Outflanking the Nation-State

The nation-state is not going to wither away.

It may remain the most powerful political organ around for a long time to come, but it will no longer be the indispensable one.

Increasingly, it will share power with other organs, other institutions, other policy-makers.

What is to remain the domain of the nation-state?

These questions will be central political issues for decades to come.

In its specifics, the outcome is quite unpredictable.

But the political order will look different from the political order of the last four centuries, in which the players differed in size, wealth, constitutional arrangements, and political creed, yet were uniform as nation-states—each sovereign within its territory and each defined by its territory.

We are moving—we have indeed already moved—into post-capitalist polity. continue


... snip, snip ...


I am often asked whether I am an optimist or a pessimist.

For any survivor of this century to be an optimist would be fatuous.

We surely are nowhere near the end of the turbulences, the transformations, the sudden upsets, which have made this century one of the meanest, cruelest, bloodiest in human history.

see ↑ here

The alternative to tyranny


... snip, snip ...


Nothing “post” is permanent or even long-lived.

Ours is a transition period.

What the future society will look like, let alone whether it will indeed be the “knowledge society” some of us dare hope for, depends on how the developed countries RESPOND to the challenges of THIS transition period, the post-capitalist period—their intellectual leaders, their business leaders, their political leaders, but above all each of us in our own WORK and LIFE.

Yet surely this is a time to make the future—precisely because everything is in flux.

This is a time for action.


A Century of Social Transformation —
Emergence ↓ of Knowledge Society,
Society of Organizations, and
Network Society


Not so long ago the world ↑ looked like this ↓

… and at that time, unimagined futureS seemed unthinkable …


There is more to this story
and there is “remanence” for a long time …




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



Netflix: Marco Polo

Netflix: Empire of the Tsars


The Lessons of History



… Juxtaposing the great lives, ideas, and accomplishments with cycles of war and conquest, the Durants reveal the towering themes of history and give meaning to our own.

Hesitations | History and the Earth | Biology and History | Race and History | Character and History | Morals and History | Religion and History | Economics and History | Socialism and History | Government and History | History and War | Growth and Decay | Is Progress Real?



Landmarks of Tomorrow — a 1957 worldview

At some unmarked point during the last twenty years
we imperceptibly moved out of the Modern Age and
into a new, as yet nameless, era.

Post-Capitalist Society

Our view of the world changed; we acquired a new perception
and with it new capacities.



The Age of Discontinuity:
Guidelines To Our Changing Society
— 1968

… But these revolutions are largely the effects of shifts in the foundations
that precede them and make the revolutions inevitable




Purposeful Innovation

Entrepreneurs innovate.

Innovation is the specific instrument of entrepreneurship.

It is the act that endows resources with a new capacity to create wealth.

Innovation, indeed, creates a resource.

There is no such thing as a “resource” until man finds a use for something in nature and thus endows it with economic value.

Until then, every plant is a weed and every mineral just another rock.

Not much more than a century ago, neither mineral oil seeping out of the ground nor bauxite, the ore of aluminum, were resources.

They were nuisances; both render the soil infertile.

The penicillin mold was a pest, not a resource. continue



The 6 Laws of Technology Everyone Should Know

Professor who summarized the impact of technology on society 30 years ago seems prescient now, in the age of smartphones and social media

Three decades ago, a historian wrote six laws to explain society’s unease with the power and pervasiveness of technology.

1. ‘Technology is neither good nor bad; nor is it neutral’

2. ‘Invention is the mother of necessity.’

Yes, that’s backward from the way you remember it.

3. ‘Technology comes in packages, big and small.

4. ‘Although technology might be a prime element in many public issues, nontechnical factors take precedence in technology-policy decisions.’

5. ‘All history is relevant, but the history of technology is the most relevant.’

6. ‘Technology is a very human activity.’

As Prof. Kranzberg presciently noted at the dawn of the internet age, “Many of our technology-related problems arise because of the unforeseen consequences when apparently benign technologies are employed on a massive scale.”



Financial survival

… “There are so many great families whose former grandeur survives only as an echo — in the names of museums, converted mansions, streets, and towns. Their descendants don't have it anymore. Taxes, inflation, expropriation, and changing times have pulled them down. If they, armed with the cleverest advisers, bankers, and lawyers couldn't keep their money, can it be easy?

Survival is a competition. What you have, including your savings, others want, and will struggle to get. The push to take it back from you is as relentless as that of the sea to overcome the dikes that contain it or the jungle to enfold a patch of cleared ground. The whole order of nature pushes to reclaim its own. Governments bow to that kind of pressure. Pieces of paper are a weak defense.

How did Vladimir Putin become so rich?

Only through deep understanding and superior tactics can the investor hope to preserve even part of what he has saved, and the job gets harder every year.

In many countries it is virtually impossible, and almost everybody eventually becomes a ward of the state, whose pretensions thus become irresistible. The barons being impoverished, King John is supreme.” continue and Warren Buffett



A basic challenge confronting all of us is that we get older and older and more and more set in our ways and thoughts in a world that is going to become less and less recognizable — a world that bears less and less resemblance to the worldS of 1910, 1920, 1930, 1940, 1950, 1960, 1970, 1980, 1990, 2000, 2010, 2020, 2030, 2040 ...

BTY there are surely movies or TV shows that focus on the major events and situations of each of these ↑ time periods.

Beyond the above there are changing strategic situations that cause individuals a great deal of difficulty, damage and pain: things not working out the way we assumed, wars, epidemics, rampant inflation, government incompetence and cruelty, terror attacks, community and industry meltdowns, conspiracies, job and career loss, crime, not getting or digesting the memo, boredom … What else can you imagine?

There’s no way to know what goes on behind closed doors that is going to have an impact on you … prepare yourself … #wgobcd

Economists, Politicians, Hitler, Churchhill, Stalin …

Strategic situations change so slowly that the motion may be practically invisible or undetectable and yet they can change so fast that it’s almost impossible to keep up.

“Few people in America during the Depression years believed in “recovery,” certainly not after 1937 when the slight economic improvement that had followed Roosevelt’s reelection spending proved a short-lived mirage.” continue

What could you do if your prime source of income immediately came to an end? continue



larger view

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

Tomorrow they’re gone or in turmoil.”

There ↓ can’t be reached from heretomorrowS can’t be reached from yesterdayS
— at least not directly …



In 9 Out Of 10 Cities, Middle-Income Families Are Slipping Away


Why America’s Richest Cities Are Pulling Away From All the Others
(What are the implications for them and the rest?)


YouTube: 1000 years of European borders change ↓ —
wars, migration, killing, stealing, enslavement, rape, revenge
and the roots of terrorism and other bad stuff.
The wounds still fester … and yet.

List of wars by death toll

What thinking can be observed ↑ ↓?
on the part of individuals and social groups?


Netflix: Apocalypse: The Second World War

Netflix: World War II — Man of Steel ::: Stalin the terrorist

Google: Putin's hidden treasure

Google: Putin "the food that never came"

Google image search: Putin money laundering flowchart

Money trail involving global banks ↓ ::: Larger view


Money laundering


See the immediate human impact along the initial thrust lines and
the broader subsequent impacts created by
the reactions to the immediate impacts. This is a common change theme …

larger view

Netflix: Winston Churchill: Walking with Destiny

Netflix: Hitler and the Nazis

Netflix: Tokyo Trial

Netflix: Hiroshima: BBC History of World War II

Netflix: World War II in Colour

Netflix: World War Two: 1942 and Hitler's Soft Underbelly

Netflix: Auschwitz: The nazis and the final solution

Netflix: World War II: Final Days

Europe’s Last Chance

Netflix: World War II Spy School (an evolutionary tale)

Netflix: Ian Fleming — The Man Who be Bond (an evolutionary tale)

The Good Shepherd (an evolutionary tale on multiple fronts)

Netflix: Navy SEALs: Their Untold Story (an evolutionary tale)

Netflix: The Honorable Woman (a tale of deception, sabotage, and conspiracies)

Netflix: Armistice by David Reynolds

The End of Economic Man: The Origins of Totalitarianism

Schindler’s List

Netflix: Long Shadow — Each episode explores an enduring legacy
of the First World War through the century that followed,
tracing the impact on attitudes to war and peace,
on politics and on nationalism. Liberal democracy

Netflix: Afghanistan: The Great Game
tells the story of foreign intervention by
Britain, Russia, and the United States in Afghanistan
from the 19th century to the present day.
Slow learners

Extreme survival skills and tools: Taken, Jack Reacher, The Racheteer, Jason Bourne

Run, Hide, Fight


The Prince by Niccolò Machiavelli — Kindle version available


Only fairy tales end with: “They lived happily everafter”


Zero Days
a documentary thriller about warfare in a world without rules —
the world of cyberwar. The film tells the story of Stuxnet … The
cyber ability to cause physical damage …


The alternative to tyranny


The Unfashionable Kierkegaard


Planning is frequently misunderstood as making future decisions,
but decisions exist only in the present.”







“Individuals hold worldviews, beliefs about the purpose of existence, who they must ultimately answer to, and what they are responsible for … ” continue

“But a worldview is, above all, an experience”



Management and the World’s Work (here) — 1850 … ↑ ↓
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. ↓



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 PDF
Opinions come first ::: Prepared to see


Limits of Quantification

The unique event that changes the universe is an event “at the margin.”

By the time it becomes statistically significant, it is no longer “future”;
it is, indeed, no longer even “present.”

It is already “past.”



Making the future → a chance for survival


True Detective


… A good many organizations and their managements do not even make their present organizations effective — and yet the organizations somehow survive for a while.

The big business, in particular, seems to be able to coast a long time on the courage, work, and vision of earlier managers.

But tomorrow always arrives.

It is always different.

And then even the mightiest company is in trouble if it has not worked on the future.

It will have lost distinction and leadership—all that will remain is big-company overhead.

It will neither control nor understand what is happening.

Not having dared to take the risk of making the new happen, it perforce took the much greater risk of being surprised by what did happen.

And this is a risk that even the largest and richest organization cannot afford and that even the smallest one need not run. continue




The inherent weaknesses in all possible information systems

The information system can be

as well designed as possible

as complete as possible

as much in “real time” as possible.


It only answers questions which top management has already asked.

It can only report what had already had impact—that is what is already yesterday.

For one can only codify the past.

Every report is codification.

The new developments that really matter

Are always by definition outside any possible reporting system.

By the time they show up in the figures, it is very late—and may well be too late.

Unless one understands what is truly relevant.

Unless one has the ability to hold the actual reality against one’s expectations.

One will be overtaken by events.

One will become aware of problems only when they become “trouble.”

One will see opportunities only when they have already been missed.

Management: Tasks, Responsibilities, Practices




But precisely because there are so many different areas of importance,
the day-by-day method of management
is inadequate
even in the smallest and simplest business.

Because deterioration is what happens normally—that is,
unless somebody counteracts it—there is need for
a systematic and purposeful program.

There is need to reduce the almost limitless possible tasks
to a manageable number.

There is need to concentrate scarce resources
on the greatest opportunities and results.

There is need to do the few right things
and do them with excellence.

Managing for Results by Peter Drucker

… more on organization efforts



“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


Find “How Perception Works” in the overview of
I Am Right — You Are Wrong
(From this to the New Renaissance: from Rock Logic to Water Logic)



Power has to be used

“It is a reality.

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

A revolution in every generation is not the answer

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.

The antidote and the alternative to tyranny

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.” — PFD



“Beware the man on the white horse”continue

The alternative to tyranny



You can’t have a healthy organization in a sick society” — #Drucker


“Man in his social and political existence must have a functioning society just as he must have air to breathe in his biological existence.

However, the fact that man has to have a society does not necessarily mean that he has it.

Nobody calls the mass of unorganized, panicky, stampeding humanity in a shipwreck a “society.”

There is no society, though there are human beings in a group.

Actually, the panic is directly due to the breakdown of a society; and the only way to overcome it is by restoring a society with social values, social discipline, social power, and social relationships.

Social life cannot function without a society; but it is conceivable that it does not function at all.

The evidence of the last twenty-five years of Western civilization hardly entitles us to say that our social life functioned so well as to make out a prima-facie case for the existence of a functioning society.” — The Daily Drucker



Drucker: The Man Who Invented the Corporate Society

Homeland Security ↓

“For the individual there is no society unless he has social status and function.”

The individual must know where he stands in the order and be able to feel with good reason that he fills a role in making that society work.

The rulers must be legitimate rulers, representative of those whom they rule and responsive to their needs.

Collage created using TurboCollage software from

The individual who lacks status and function is not only unhappy; HE IS DANGEROUS.

Lacking a fixed (though not immutable) place in the order of things, he is a destructive wanderer through the cosmos.

Feeling no responsibility to a society in which he has no place, he sets little value on life.

He will DESTROY and KILL because he has NO REASON not to destroy and kill.

Here we see prefigured the current, awful realities of the rootless destroyers — the Symbionese Liberation Army, the Weather Underground, the Palestinian Liberation Organization.

“Status-seeking,” Drucker was saying, is not an egocentric foible.

It is a part of the human condition.

When human beings seek status and do not find it, THE WORLD IS IN TROUBLE.

jumping forward

He anticipates the debate that was to grow over the question of “relativism versus eternal verities.”

He scorns both extremes — but he is a lot tougher on the relativists.

He dismisses the “masses” and derides the kind of thinking that glorifies the faceless crowd.

The masses are not glorious; they are “a product of SOCIAL DECOMPOSITION and a RANK POISON.”

Cold? Remote? Cynically snobbish?

Maybe; but Drucker’s aim is to take people out of the mass and MAKE THEM FUNCTIONING INDIVIDUALS in a FUNCTIONING SOCIETY.” ← Make everybody a contributor — The knowledge based organization → from command to information to the responsibility-based organization continue



…“I was lost long before the (Berlin) wall fell.

I was once destined to become a man much like yourself—true hearted, determined, full of purpose—but character is easier kept than recovered.

We cannot control the things that life does to us.

They are done before we know it, and once they are done they make you do other things until at last everything comes between you and the man you wanted to be.

... snip, snip ...

Sometimes a man can meet his destiny on the road he took to avoid it.

... snip, snip ...

… The system guarantees IBBC’s safety because everyone is involved …

… Hezbollah, the CIA, the Colombian drug traffickers, Russian organized crime, governments of China, Iran, U.S., every multinational corporation, everyone.

They all need banks like IBBC so they can operate within the black and grey latitudes.

This is why your investigative efforts have been ignored or undermined”

The International

Is this ↑ something that would be beneficial to calendarize?



May’s Day

“No one should underestimate [Theresa] May.

Like German Chancellor Angela Merkel, who has proved her mettle in successive crises, May has all the tools she needs to get things done.

She is clever and tough, with little patience for nonsense.

She has a strong sense of public service, and an equally strong set of values.

She carries little ideological baggage, and is adept at staying in control, operating within self-imposed boundaries that keep her on familiar terrain.

May wins most of the battles she fights, and shows little mercy to those who have used underhanded tactics against her.

Yet she has few known enemies within her party and is popular with its rank and file.

It is a robust combination – one that she will need to use fully as she attempts to lead Britain out of the EU.”

Flash forward

“The actual results of (current) action are not predictable” continue

Is this ↑ something that would be beneficial to calendarize?




How can the individual survive?

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

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.

Josh Abrams → allocating one’s life

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

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:

“Who am I?”

“What do I want to be?”

“What do I want to put into life and what do I want to get out of it?”” in context


Richard Branson


Entrepreneurship is “risky” mainly because so few of the so-called entrepreneurs know what they are doing continue .



The individual in entrepreneurial society

Notes on entrepreneurial activities and destabilizer

… “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.

A discipline is a necessary container

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. (calendarize this?) See Josh Abrams story

And the more highly schooled the individuals, the more entrepreneurial their careers and the more demanding their learning challenges. (calendarize this?) continue

Learning to learn


Successful careerS are not planned continue ::: Katie Couric


“The stepladder is gone, and
there’s not even the implied structure
of an industry’s rope ladder.

It’s more like vines …


and you bring your own machete.

You don’t know
what you’ll be doing next

Managing in a Time of Great Change


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


Peter DruckerMy life as a knowledge worker

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. (calendarize this?)




The Essential Drucker

The linked page above ↑ contains links to additional pages exploring many of the topics below

bbx Introduction: The Origin and Purpose of TED

Where do I begin to read Drucker?


bbx Management as Social Function and Liberal Art

bbx The Dimensions of Management

bbx The Purpose and Objectives of a Business

The profit motive and its offspring maximization of profits are just as irrelevant to the function of a business, the purpose of a business, and the job of managing a business.

In fact, the concept is worse than irrelevant: it does harm.

Actually, a company can make a social contribution only if it is highly profitable.

bbx What the Nonprofits Are Teaching Business

bbx Social Impacts and Social Problems

bbx Management’s New Paradigms

bbx The Information Executives Need Today

bbx Management by Objectives and Self-Control

bbx Picking People—The Basic Rules

The following three chapters are from Innovation and Entrepreneurship

bbx The Entrepreneurial Business

bbx The New Venture

bbx Entrepreneurial Strategies


bbx Effectiveness Must Be Learned

bbx Focus on Contribution

bbx Know Your Strengths and Values

For knowledge workers, How do I perform? may be an even more important question than What are my strengths?

bbx Know Your Time

bbx Effective Decisions

bbx Functioning Communications

bbx Leadership as Work

bbx Principles of Innovation

bbx The Second Half of Your Life

bbx The Educated Personhere and here


bbx A Century of Social Transformation — Emergence of Knowledge Society

The priority tasks

bbx The Coming of Entrepreneurial Society

bbx Citizenship through the Social Sector ← a bbx top of the food chain mental landscape

Good intentions ↑ aren’t enough.

You have to define the results you’re after.

There has been a huge expansion in the number of nonprofits and charitable organizations the past several years.

A lot of people want to put their resources to work where they can do the most good.

Unfortunately, as Peter noted, many of them get poor results — or no results.

“The problem,” he said, “is that they don’t ask about results, and they don’t know what results they want in the first place.

They mean well, and they have the best of intentions, but the only thing good intentions are for (as the old maxim says) is to pave the road to hell.”

The best results are achieved, he said, when people ask the right questions and then partner with others who have the expertise, knowledge, and discipline to get the right results. See network society below.

Managing the Non-Profit Organization

“The nonprofits are human-change agents.

And their results are therefore always a change in people—in their behavior, in their circumstances, in their vision, in their health, in their hopes, above all, in their competence and capacity.

In the last analysis, the nonprofit institution, whether it’s in health care or education or community service, or a labor union, has to judge itself by its performance in creating vision, creating standards, creating values and commitment, and in creating human competence.

The non-profit institution therefore needs to set specific goals in terms of its service to people.

And it needs constantly to raise these goals—or its performance will go down.”

How to guarantee non-performance

Creating Tomorrow’s Society Of Citizens and Refining the Mission Statement

You have vital judgments ahead: whether to change the mission, whether to abandon programs that have outlived their usefulness and concentrate resources elsewhere, how to match opportunities with your competence and commitment, how you will build community and change lives.

Self-assessment is the first action requirement of leadership: the constant re-sharpening, constant refocusing, never being really satisfied.

And the time to do this is when you are successful.

If you wait until things start to go down, then it’s very difficult.

Management and Entrepreneurship in the Public-Service Institution

tblue Managing Service Institutions in the Society of Organization

tblue Managing Public-Service Institutions For Performance

tblue Entrepreneurship in the Public-Service Institution

The change in the individual’s situation … The world of the American citizen in those days looked very much like the Kansas prairie. Except for one hill, the individual citizen was the tallest thing as far as the eye could see. And even this hill, the federal government, while it looked imposing, was only a few hundred feet high. continue

bbx From Analysis to Perception—The New Worldview.

We are now in a fourth surge, triggered by information and biology.

Like the earlier entrepreneurial surges, the present one is not confined to “high tech”; it embraces equally “middle tech,” “low tech,” and “no tech.”

Like the earlier ones, it is not confined to new or small enterprises, but is carried by existing and big ones as well—and often with the greatest impact and effectiveness. continue

And, like the earlier surges, it is not confined to “inventions,” that is, to technology.

Social innovations are equally “entrepreneurial” and equally important. continue


Find “How Perception Works” in the overview of
I Am Right — You Are Wrong
(From this to the New Renaissance: from Rock Logic to Water Logic)

bbx Afterword: The Challenge Ahead

bbx The paradox of rapidly expanding economy and growing income inequality—the paradox that bedevils us now

bbx Growing health care and education, possibly a shrinking market for goods and services

bbx Center of power shifting to the consumer—free flow of information

bbx Knowledge workers—expensive resource

bbx Governments depending on managers and individuals



Managing Service Institutions in the Society of Organizations


Entrepreneurship in the Public-Service Institution


“Practical men who believe themselves to be quite exempt from any intellectual influence, are usually the slaves of some defunct economist.”




Josh Abrams: Allocating one’s life (the second half)

Additional life allocation horizons ↓

Specific topics

Values; Time Management; Knowledge society; Society of Organizations; Mission; Network society; Abandonment; Opportunities; Design; Brainroads and brainscapes; Topic work (a work approach for topics—like these pages); Action Plans; Project thinking and planning; About growth and development efforts; Globalization; Education; Learning; Data, Information, Knowledge; Data; Information; Knowledge; Knowledge specialty; Knowledge workers; Knowledge technologists; Management; Leadership; Managing people; Entrepreneurship; Results created by organizations; Performance: organizations and individual; Measurements; Marketing; Innovation; Productivity; Profitability; Spending :: A foundation for future directed decisions; Strategy; Execution; Organization; Working with people; Production; Organization Culture; Strengths; Contribution; Thinking; Questions; Alliances and Collaborations; Kaizen; Using book pages; Knowledge management; Concepts; From computer literacy to information literacy; Community; Other word challenges

Some timescape vistas …

bbx The First Technological Revolution and its Lessons


bbx Technology (more than you might think)

bbx Up to Poverty — the agents of revolution

bbx The Vanishing East — the end of the European power system

bbx The Manager and the Moron

bbx Luther, Machiavelli, and the Salmon

bbx The New PluralismLandmarks of Tomorrow ::: Frontiers of Management ::: Foundational books → the need for a political and social theory ::: How can government function? ::: Un-centralizing ::: The society of organizations PDF ::: see from Analysis to Perception — The New Worldview below ↓

bbx Trade lessons from the world economy

No More Superpower → “Because of the emergence of the transnational company and of the symbol economy as the determinant force in the world market, there is no more economic superpower.

No matter how big, powerful, and productive a country may be, it competes every day for its world market position.

No one country can, in fact, expect long to maintain a competitive lead in technology, in management, in innovation, in design, in entrepreneurship; but it does not matter much to the transnational company which country is in the lead.

It does business in all of them and is at home in all of them.

However, the individual company too can no longer take its leadership position for granted.

There is no more “superpower” in industry, either; there are only competitors.

A company’s home country becomes a “location,” that is a headquarters and communications center.

But in any one industry there are a number of companies — some American, some German, some British, some Japanese — which together are the “superpowers” in that industry worldwide.

Managers need increasingly to base business policy on this new transnational structure of industry and markets” … see from Analysis to Perception — The New Worldview below ↓

bbx From Analysis to Perception — The New Worldview

Find “How Perception Works” in the overview of
I Am Right — You Are Wrong
(From this to the New Renaissance: from Rock Logic to Water Logic)

bbx Citizenship through the social sector

bbx Knowledge and Technology

bbx What Needs to Be Done?

bbx Adventures of a Bystander

bbx The Unfashionable Kierkegaard

bbx Managing the Family Business: see December 28 and 29 in The Daily Drucker

bbx The shakeout

The “shakeout” sets in as soon as the “window” closes.

And the majority of ventures started during the “window” period do not survive the shakeout, as has already been shown for such high-tech industries of yesterday as railroads, electrical apparatus makers, and automobiles.

bbx Mission

bbx Good for what?

bbx Ten Principles for Life 2.0

“Making a living is no longer enough,” …
Work also has to make a life.”
Druckerism (calendarize this?)

bbx The Wisdom of Peter Drucker

bbx The World is Full of Options

bbx My life as a knowledge worker

bbx Peter's Principles — Harriet Rubin → “no human being has built a better brand by just managing himself”

bbx Interview: Post-Capitalist Executive

bbx Interview: Managing in a Post Capitalist Society

bbx Management Challenges for the 21st Century

One thing is certain for developed countries—and probably for the entire world:

We face long years of profound changes.

The changes are not primarily economic changes.

They are not even primarily technological changes.

They are changes in demographics, in politics, in society, in philosophy and, above all, in worldview.

... snip, snip ...

Thus it can be confidently predicted that a large number of today’s leaders in all areas, whether business, education or health care, are unlikely still to be around thirty years hence, and certainly not in their present form.

... snip, snip ...

But to try to anticipate the changes is equally unlikely to be successful.

These changes are not predictable.

The only policy likely to succeed is to try to make the future. continue

❡ ❡ ❡

bbx 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

bbx The future that has already happened

bbx The unexpected success

bbx Management Challenges for the 21st Century

bbx Introduction

Those who do work on these challenges today, and thus prepare themselves and their institutions for the new challenges, will be the leaders and dominate tomorrow.

Those who wait until these challenges have indeed become “hot” issues are likely to fall behind, perhaps never to recover.

… snip, snip …

These challenges are not arising out of today.

… snip, snip …

In most cases they are at odds and incompatible with what is accepted and successful today.

We live in a period of PROFOUND TRANSITION and the changes are more radical perhaps than even those that ushered in the “Second Industrial Revolution” of the middle of the 19th century, or the structural changes triggered by the Great Depression and the Second World War.

… snip, snip …

For in many cases— … — the new realities and their demands require a REVERSAL of policies that have worked well for the last century and, even more, a change in the MINDSET of organizations as well as of individuals.

bbx Management’s new paradigms (below)

bbx Strategy: The new certainties

bbx Introduction Why Strategy?

bbx The Collapsing Birthrate

bbx The Distribution of Income

Industries, whether businesses or nonbusinesses, have to be managed differently depending on whether they are growth industries, mature industries or declining industries

… snip, snip …

In conclusion, institutions—businesses as well as nonbusinesses—will have to learn to base their strategy on their knowledge of, and adaptation to, the trends in the distribution of disposable income and, above all, to any shifts in this distribution. And they need both quantitative information and qualitative analysis.

bbx Defining Performance

bbx Global Competitiveness

Competition on the roadS ahead: … “One consequence of this is that every business must become globally competitive, even if it manufactures or sells only within a local or regional market. The competition is not local anymore—in fact, it knows no boundaries. Every company has to become transnational in the way it is run. … But in e-commerce there are neither local companies nor distinct geographies. Where to manufacture, where to sell, and how to sell will remain important business decisions. But in another twenty years they may no longer determine what a company does, how it does it, and where it does it” … source

All institutions have to make global competitiveness a strategic goal.

No institution, whether a business, a university or a hospital, can hope to survive, let alone to succeed, unless it measures up to the standards set by the leaders in its field, anyplace in the world.

One implication: It is no longer possible to base a business or a country’s economic development on cheap labor.

However low its wages, a business—except for the smallest and most purely local one, for example, a local restaurant—is unlikely to survive, let alone to prosper, unless its workforce rapidly attains the productivity of the leaders of the industry anyplace in the world.

This is true particularly in manufacturing.

For in most manufacturing industries of the developed world the cost of manual labor is rapidly becoming a smaller and smaller factor—one-eighth of total costs or less.

Low labor productivity endangers a company’s survival.

But low labor costs no longer give enough of a cost advantage to offset low labor productivity.

This (as already said in Chapter One) also means that the economic development model of the 20th century—the model first developed by Japan after 1955 and then successfully copied by South Korea and Thailand—no longer works.

Despite their enormous surplus of young people qualified only for unskilled manual work, emerging countries from now on will have to base growth either on technological leadership (as did the United States and Germany in the second half of the 19th century), or on productivity equal to that of the world leaders in a given industry, if not on themselves becoming the world’s productivity leaders.

The same is true for all areas: Design, Marketing, Finance, Innovation—that is, for management altogether.

Performance below the world’s highest standards stunts, even if the costs are very low and even if government subsidies are very high.

And “Protection” no longer protects, no matter how high the custom duties or how low the import quotas.

Still, in all likelihood, we face a protectionist wave throughout the world in the next few decades.

For the first reaction to a period of turbulence is to try to build a wall that shields one’s own garden from the cold winds outside.

But such walls no longer protect institutions—and especially businesses—that do not perform up to world standards.

It will only make them more vulnerable.

The best example is Mexico, which for fifty years from 1929 on had a deliberate policy of building its domestic economy independent of the outside world.

It did this not only by building high walls of protectionism to keep foreign competition out.

it did it—and this was uniquely Mexican in the 20th century world—by practically forbidding its own companies to export.

This attempt to create a modern but purely Mexican economy failed dismally.

Mexico actually became increasingly dependent on imports, both of food and of manufactured products, from the outside world.

It was finally forced to open itself to the outside world, since it simply could no longer pay for the needed imports.

And then Mexico found that a good deal of its industry could not survive.

Similarly, the Japanese tried to protect the bulk of their business and industry by keeping the foreigners out while creating a small but exceedingly competitive number of export industries—and then providing these industries with capital at very low or no cost, thus giving them a tremendous competitive advantage.

That policy too has failed.

The present (1999) crisis in Japan is in large part the result of the failure to make the bulk of Japanese business and industry (and especially its financial industries) globally competitive.

Strategy, therefore, has to accept a new fundamental.

Any institution—and not just businesses—has to measure itself against the standards set by each industry’s leaders anyplace in the world.

bbx The Growing Incongruence Between Economic Reality and Political Reality

bbx The change leader

sr One cannot manage change

“One can only be ahead of it.

We do not hear much anymore about “overcoming resistance to change,” which ten or fifteen years ago was one of the most popular topics of management books and management seminars.

Everybody has accepted by now that “change is unavoidable.”

But this still implies that change is like “death and taxes”: It should be postponed as long as possible, and no change would be vastly preferable.

But in a period of upheavals, such as the one we are living in, change is the norm.

To be sure, it is painful and risky, and above all it requires a great deal of very hard work.

But unless it is seen as the task of the organization to lead change, the organization whether business, university, hospital and so on will not survive.

In a period of rapid structural change, the only ones who survive are the Change Leaders.

It is therefore a central 21st-century challenge for management that its organization become a change leader.

A change leader sees change as opportunity.

A change leader looks for change, knows how to find the right changes and knows how to make them effective both outside the organization and inside

bbx Change policies

sb Organized abandonment

bbx Organized improvement

bbx Exploiting success

Reports and meetings ::: staffing opportunities

bbx Creating change

The last policy for the change leader to build into the enterprise is a systematic policy of INNOVATION, that is, a policy to create change.

It is the area to which most attention is being given today.

It may, however, not be the most important one—organized abandonment, improvement, exploiting success may be more productive for a good many enterprises.

And without these policies—abandonment, improvement, exploitation—no organization can hope to be a successful innovator.

But to be a successful change leader an enterprise has to have a policy of systematic innovation.

And the main reason may not even be that change leaders need to innovate—though they do.

The main reason is that a policy of systematic innovation produces the mindset for an organization to be a change leader.

It makes the entire organization see change as an opportunity.

bbx Windows of opportunity

  • Unexpected successes ::: unexpected failures ::: unexpected events
  • Incongruities
  • Process needs
  • Changes in industry and market structures
  • Changes in demographics
  • Changes in meaning and perception
  • New knowledge

This requires a systematic policy to look, every six to twelve months, for changes that might be opportunities

The unexpected success was Drucker’s favorite

… but if innovation is based on exploiting what has already happened—in the enterprise itself, in its markets, in knowledge, in society, in demographics and so on—it is far less risky

And this work should be organized as a regular part of every unit within the enterprise, and of every level of management.

Important to harvest and apply Dense reading and Dense listening and Thinking broad and Thinking detailed

bbx What not to do

bbx Piloting

bbx The change leader’s two budgets

bbx Change and continuity

bbx Making the future

“One thing is certain for developed countries—and probably for the entire world:

We face long years of profound changes.

The changes are not primarily economic changes.

They are not even primarily technological changes.

They are changes in demographics, in politics, in society, in philosophy and, above all, in worldview.

See these

Economic theory and economic policy are unlikely to be effective by themselves in such a period.

And there is no social theory for such a period either.

Only when such a period is over, decades later, are theories likely to be developed to explain what has happened.

But a few things are certain in such a period.

It is futile, for instance, to try to ignore the changes and to pretend that tomorrow will be like yesterday, only more so.

This, however, is the position that existing institutions tend to adopt in such a period—businesses as well as nonbusinesses.

It is, above all, the policy likely to be adopted by the institutions that were most successful in the earlier period before the changes.

They are most likely to suffer from the delusion that tomorrow will be like yesterday, only more so.

Thus it can be confidently predicted that a large number of today’s leaders in all areas, whether business, education or health care, are unlikely still to be around thirty years hence, and certainly not in their present form.

But to try to anticipate the changes is equally unlikely to be successful.

These changes are not predictable.

The only policy likely to succeed is to try to make the future.

Changes of course have to fit the certainties (which this book attempted to outline in the preceding chapter).

Within these restraints, however, the future is still malleable.

It can still be created.

To try to make the future is highly risky.

It is less risky, however, than not to try to make it.

A goodly proportion of those attempting to do what this chapter discusses will surely not succeed.

But, predictably, no one else will.” (survive?)

Making the future II

“The twenty-first century will surely be one of continuing social, economic, and political turmoil and challenge, at least in its early decades.

The Age of Social Transformations is not over yet.

And the challenges looming ahead may be more serious and more daunting still than those posed by the social transformations that have already happened, the social transformations of the twentieth century” — A Century of Social Transformation

bbx Information challenges

bbx Knowledge worker productivity

bbx Managing oneself (a revolution in human affairs)

bbx Managing in the Next Society



bbx Beyond the Information Revolution

bbx The Exploding World of the Internet

bbx From Computer Literacy to Information Literacy

bbx E-Commerce: The Central Challenge

bbx The New Economy Isn’t Here Yet

bbx The CEO in the New Millennium


bbx Entrepreneurs and Innovation

bbx They’re Not Employees, They’re People

bbx Financial Services: Innovate or Die

bbx Moving Beyond Capitalism?


bbx The Rise of the Great Institutions

bbx The Global Economy and the Nation-State

bbx It’s the Society, Stupid

bbx On Civilizing the City


bbx The Next Society

bbx The New Demographics

bbx The New Workforce

bbx The Manufacturing Paradox

bbx Will the Corporation Survive?

bbx The Future of Top Management

bbx The Way Ahead

bbx The Effective Executive

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.


see Executive realities


“Men of high effectiveness are conspicuous by their absence in executive jobs.

High intelligence is common enough among executives.

Imagination is far from rare.

The level of knowledge tends to be high.

But there seems to be little correlation between a man’s effectiveness and his intelligence, his imagination, or his knowledge.

Brilliant men are often strikingly ineffectual; they fail to realize that the brilliant insight is not by itself achievement.

They never have learned that insights become effectiveness only through hard systematic work.

Conversely, in every organization there are some highly effective plodders.

While others rush around in the frenzy and busyness which very bright people so often confuse with ‘creativity,’ the plodder puts one foot in front of the other and gets there first, like the tortoise in the old fable.”



“Follow effective action with quiet reflection.

From the quiet reflection will come even more effective action.” — Peter Drucker



“Success always obsoletes the very behavior that achieved it.

It always creates new realities.

It always creates, above all, its own and different problems …” continue



“The last twenty years have been very unsettling.

Executives really don’t understand the world they live in” — PFD Forbes


bbx What Makes An Effective Executive?

… a brief introduction from Peter F. Drucker’s work

An effective executive does not need to be a leader in the sense that the term is now most commonly used.

Harry Truman did not have one ounce of charisma, for example, yet he was among the most effective chief executives in US. history.

Similarly, some of the best business and nonprofit CEOs I’ve worked with over a 65-year consulting career were not stereotypical leaders.

They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.

They ranged from extroverted to nearly reclusive, from easy-going to controlling, from generous to parsimonious.

What made them all effective is that they followed the same eight practices:

1. They asked, “What needs to be done?

sidebar ↓

“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

main brainroad continues ↓

The answer to the question “What needs to be done?” almost always contains more than one urgent task.

But effective executives do not splinter themselves.

They concentrate on one task if at all possible.

If they are among those people—a sizable minority—who work best with a change of pace in their working day, they pick two tasks.

I have never encountered an executive who remains effective while tackling more than two tasks at a time.

Hence, after asking what needs to be done, the effective executive sets priorities and sticks to them.

For a CEO, the priority task might be redefining the company’s mission.

For a unit head, it might be redefining the unit’s relationship with headquarters.

Other tasks, no matter how important or appealing, are postponed.

However, after completing the original top-priority task, the executive resets priorities rather than moving on to number two from the original list.

He asks, “What must be done now?”

This generally results in new and different priorities.

… But Welch also thought through another issue before deciding where to concentrate his efforts for the next five years.

He asked himself which of the two or three tasks at the top of the list he himself was best suited to undertake.

Then he concentrated on that task; the others he delegated.

Effective executives try to focus on jobs they’ll do especially well.

They know that enterprises perform if top management performs—and don’t if it doesn’t.

2. They asked, “What is right for the enterprise?”

Effective executives’ second practice—fully as important as the first—is to ask, “Is this the right thing for the enterprise?”

They do not ask if it’s right for the owners, the stock price, the employees, or the executives.

Of course they know that shareholders, employees, and executives are important constituencies who have to support a decision, or at least acquiesce in it, if the choice is to be effective.

They know that the share price is important not only for the shareholders but also for the enterprise, since the price/earnings ratio sets the cost of capital.

But they also know that a decision that isn’t right for the enterprise will ultimately not be right for any of the stakeholders.

3. They developed action plans.

4. They took responsibility for decisions.

People decisions — the true control of an organization

5. They took responsibility for communicating.

6. They were focused on opportunities rather than problems.

7. They ran productive meetings.

8. They thought and said “we” rather than “I.”

The first two practices gave them the knowledge they needed.

The next four helped them convert this knowledge into effective action.

The last two ensured that the whole organization felt responsible and accountable.

We’ve just reviewed eight practices of effective executives.

I’m going to throw in one final, bonus practice.

This one’s so important that I’ll elevate it to the level of a rule: Listen first, speak last.

bbx Managing the Non-Profit Organization and part-one summary

Beware of good intentions

bbx Managing Service Institutions in the Society of Organizations

bbx Entrepreneurship in the Public-Service Institution

bbx How to guarantee nonperformance

bbx What results should you expect? — a user’s guide to MBO

bbx Organization actions: creating change to abandonment


Job-holder horizons

StrengthsFinder 2.0

Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It by Marshall Goldsmith

How to Win Friends & Influence People

Winning: The Answers





Management Worldviews

more at the top


Management and the World’s Work

“None of our institutions exists by itself and is an end in itself,” he wrote in his book Management — Revised Edition.

Find → “The CEO in the New Millennium” here

“Every one is an organ of society and exists for the sake of society.

Business is no exception.

Free enterprise cannot be justified as being good for business; it can be justified only as being good for society.” continue



Management and Economic Development

“Management creates economic and social development.

Economic and social development is the result of management.

It can be said, without too much oversimplification, that there are no “underdeveloped countries.”

There are only “undermanaged” ones. continue

This means that management is the prime mover and that development is a consequence.

All our experience in economic development proves this.

Wherever we have only capital, we have not achieved development.

In the few cases where we have been able to generate management energies, we have generated rapid development.

Development, in other words, is a matter of human energies rather than of economic wealth.

And the generation and direction of human energies is THE task of management.” continue

Feb 20 — The Daily Drucker



… Of course, it is always important to adapt to economic changes rapidly, intelligently, and rationally.

But managing implies responsibility

for attempting to shape the economic environment;

for planning, initiating, and carrying through changes in that economic environment;

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

What is possible—the economist’s “economic conditions”—is therefore only one pole in managing a business.

What is desirable in the interest of economy and enterprise is the other.

And while humanity can never really “master” the environment, while we are always held within a tight vise of possibilities, it is management’s specific job to make what is desirable first possible and then actual.

Management is not just a creature of the economy; it is a creator as well.

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

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

Chapter 3, Management, Revised Edition




DESPITE its crucial importance, its high visibility and its spectacular rise, management is the least known and the least understood of our basic institutions.

Even the people in a business often do not know what their management does and what it is supposed to be doing, how it acts and why, whether it does a good job or not.

Indeed, the typical picture of what goes on in the “front office” or on “the fourteenth floor” in the minds of otherwise sane, well-informed and intelligent employees (including, often, people themselves in responsible managerial and specialist positions) bears striking resemblance to the medieval geographer’s picture of Africa as the stamping ground of the one-eyed ogre, the two-headed pygmy, the immortal phoenix and the elusive unicorn.

What then is management: What does it do?




“Management, in most business schools, is still taught as a bundle of techniques, such as the technique of budgeting.

To be sure, management, like any other work, has its own tools and its own techniques.

But just as the essence of medicine is not the urinalysis, important though it is, the essence of management is not techniques and procedures.

The essence of management is to make knowledge productive. — here, here and here

Management, in other words, is a social function.

And in its practice, management is truly a “liberal art.”” different view



the end of business is not “to make money.”

Making money is a necessity of survival.

It is also a result of performance and a measurement thereof.

But in itself it is not performance.

As I mentioned earlier, the purpose of a business is to create a customer and to satisfy a customer.

That is performance and that is what a business is being paid for.

The job and function of management as the leader, decision maker, and value setter of the organization, and, indeed, the purpose and rationale of an organization altogether, is to make human beings productive so that the skills, expectations, and beliefs of the individual lead to achievement in joint performance. continue



… I have always emphasized in my writing, in my teaching, and in my consulting the importance of financial measurements and financial results.

Indeed, most businesses do not earn enough.

What they consider profits are, in effect, true costs.

One of my central theses for almost forty years has been that one cannot even speak of a profit unless one has earned the true cost of capital.

And, in most cases, the cost of capital is far higher than what businesses, especially American businesses, tend to consider as “record profits.”

I have also always maintained—often to the scandal of liberal readers—that the first social responsibility of a business is to produce an adequate surplus.

Without a surplus, it steals from the commonwealth and deprives society and the economy of the capital needed to provide jobs for tomorrow.

❡ ❡ ❡

Further, for more years than I care to remember, I have maintained that there is no virtue in being nonprofit and that, indeed, any activity that could produce a profit and does not do so is antisocial.

Professional schools are my favorite example.

There was a time when such activities were so marginal that their being subsidized by society could be justified.

Today, they constitute such a large sector that they have to contribute to the capital formation of an economy in which capital to finance tomorrow’s jobs may well be the central economic requirement, and even a survival need. continue



The Management Revolution

From Post-Capitalist Society — “When I decided …”

“The change in the meaning of knowledge that began two hundred fifty years ago has transformed society and economy.

Formal knowledge is seen as both the key personal and the key economic resource.

In fact, knowledge is the only meaningful resource today.

The traditional “factors of production” — land (i. e., natural resources), labor, and capital — have not disappeared, but they have become secondary.

They can be obtained and obtained easily, provided there is knowledge.

And knowledge in this new sense means knowledge as a utility, knowledge as the means to obtain social and economic results.

❡ ❡ ❡

These developments, whether desirable or not, are responses to an irreversible change: knowledge is now being applied to knowledge.

This is the third and perhaps the ultimate step in the transformation of knowledge.

Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management.

But knowledge is now also being applied systematically and purposefully to define what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective.

It is being applied, in other words, to systematic innovation

❡ ❡ ❡

This third change in the dynamics of knowledge can be called the “Management Revolution.”

Like its two predecessors — knowledge applied to tools, processes, and products, and knowledge applied to human work — the Management Revolution has swept the earth.

It took a hundred years, from the middle of the eighteenth century to the middle of the nineteenth century, for the Industrial Revolution to become dominant and worldwide.

Management and the World's Work

It took some seventy years, from 1880 to the end of World War II, for the Productivity Revolution to become dominant and world-wide.

It has taken less than fifty years—from 1945 to 1990—for the Management Revolution to become dominant and worldwide.

❡ ❡ ❡

Most people when they hear the word “management” still hear “business management.”

Management did indeed first emerge in its present form in large-scale business organizations.

When I began to work on management some fifty years ago, I too concentrated on business management

But we soon learned that management is needed in all modern organizations

In fact, we soon learned that it is needed even more in organizations that are not businesses, whether not-for-profit but non-governmental organizations (what in this book I propose we call the “social sector”) or government agencies.

These organizations need management the most precisely because they lack the discipline of the “bottom line” under which business operates.


That management is not confined to business was recognized first in the United States.

But it is now becoming accepted in every developed country.

❡ ❡ ❡

We now know that management is a generic function of all organizations, whatever their specific mission.

It is the generic organ of the knowledge society.

❡ ❡ ❡

Management has been around for a very long time.

I am often asked whom I consider the best or the greatest executive.

My answer is always: “The man who conceived, designed, and built the first Egyptian Pyramid more than four thousand years ago—and it still stands.”

But management as a specific kind of work was not seen until after World War I—and then by just a handful of people.

Management as a discipline only emerged after World War II.

As late as 1950, when the World Bank began to lend money for economic development, the word “management” was not even in its vocabulary.

In fact, while management was invented thousands of years ago, it was not discovered until after World War II.

❡ ❡ ❡

One reason for its discovery was the experience of World War II itself, and especially the performance of American industry.

But perhaps equally important to the general acceptance of management has been the performance of Japan since 1950.

Japan was not an “underdeveloped” country after World War II but its industry and economy were almost totally destroyed, and it had practically no domestic technology.

The nation’s main resource was its willingness to adopt and adapt the management which the Americans had developed during World War II (and especially training).

Within twenty years—from the 1950s, when the American occupation of Japan ended, to the 1970s—Japan became the world’s second economic power, and a leader in technology.

When the Korean War ended in the early 1950s, South Korea was left even more devastated than Japan had been seven years earlier.

And it had never been anything but a backward country, especially as the Japanese systematically suppressed Korean enterprise and higher education during their thirty-five years of occupation.

But by using the colleges and universities of the United States to educate their able young people, and by importing and applying the concepts of management, Korea became a highly developed country within twenty-five years.

❡ ❡ ❡

With this powerful expansion of management came a growing understanding of what management really means.

When I first began to study management, during and immediately after World War II, a manager was defined as “someone who is responsible for the work of subordinates.”

A manager in other words was a “boss,” and management was rank and power.

This is probably still the definition a good many people have in mind when they speak of “managers” and “management.”

❡ ❡ ❡

But by the early 1950s, the definition of a manager had already changed to one who “is responsible for the performance of people.”

Today, we know that that is also too narrow a definition.

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

❡ ❡ ❡

This change means that we now see knowledge as the essential resource.

Land, labor, and capital are important chiefly as restraints.

Without them, even knowledge cannot produce; with out them, even management cannot perform.

But where there is effective management, that is, application of knowledge to knowledge, we can always obtain the other resources.

❡ ❡ ❡

That knowledge has become THE resource, rather than a resource, is what makes our society “post-capitalist.”


This fact changes—fundamentally—the structure of society.

It creates new social and economic dynamics.

It creates new politics.”

See about management



“75%+ of U.S. board members & execs worry that management sets strategy with stale assumptions” — Twitter


Increasingly, the true investment in the knowledge society is not in machines and tools.

It is in the knowledge of the knowledge worker. continue



Five deadly sins

1. Worship of high profit margins and of “premium pricing.”

2. Mispricing a new product by charging “what the market will bear.”

3. Cost-driven pricing

4. Slaughtering tomorrow’s opportunity on the altar of yesterday.

5. Feeding problems and starving opportunities. continue



Conditions for survival

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

… snip, snip …

Every institution—and not only business—must build into its day-to-day management four entrepreneurial activities that run in parallel.

Organization efforts ::: Problems or Opportunities?


1. One is the organized abandonment of products, services, processes, markets, distribution channels and so on that are no longer an optimal allocation of resources.

sidebar ↓

… “But if it is known throughout the organization that the dead will be left to bury their dead, then the living will be willing—indeed, eager—to go to work on innovation.” more on abandonment

main brainroad continues ↓

This is the first entrepreneurial discipline in any given situation.


2. Then any institution must organize for systematic, continuing improvement (what the Japanese call kaizen).


3. Then it has to organize for systematic and continuous exploitation, especially of its successes.

It has to build a different tomorrow on a proven today.


4. And, finally, it has to organize systematic innovation, that is, to create the different tomorrow that makes obsolete and, to a large extent, replaces even the most successful products of today in any organization.


Innovation is not a technical term.

It is an economic and social term.

Its criterion is not science or technology, but a change in the economic or social environment, a change in the behavior of people as consumers or producers, as citizens, as students or as teachers, and so on.

Innovation creates new wealth or new potential of action rather than new knowledge.

This means that the bulk of innovative efforts will have to come from the places that control the manpower and the money needed for development and marketing, that is, from the existing large aggregation of trained manpower and disposable money—existing businesses and existing public-service institutions — see here (calendarize this?)


Innovation in the existing organization requires special effort


Network society


More on marketing and innovation

… snip, snip …

… “But unless it is seen as the task of the organization to lead change, the organization whether business, university, hospital and so on will not survive.” more on the change leader

… snip, snip …

… “But the tools we originally fashioned to bring the outside to the inside have all been penetrated by the inside focus of management.

They have turned into tools to enable management to ignore the outside.

Even worse, they are used to make management believe it can manipulate the outside and turn it to the organization’s purpose.” more on this topic


High tech is living in the nineteenth century,
the pre-management world.

They believe that people pay for technology.

They have a romance with technology.

But people don't pay for technology:
they pay for what they get out of technology.”

The Frontiers of Management



“Executives of any large organization—whether business enterprise, Roman Catholic diocese, university, health care institution, government agency—are woefully ignorant of the outside, as everybody knows who has worked with decisions in a large organization” continue



“Success always obsoletes the very behavior that achieved it.

It always creates new realities.

It always creates, above all, its own and different problems …” continue



“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.”


“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



Concentration is the key to economic results. No other principles of effectiveness is violated as constantly today as the basic principle of concentration.



Businesses that go unchallenged for long decades are rare exceptions.

The great majority, no matter how successful, need to think through their basic assumptions much sooner.

The great majority, moreover, then find it almost impossible to change.

The business which, after ten years of continuing success, retains the capacity to change and to maintain its effectiveness, is in the minority.

It may not disappear, but it is likely to become an ‘also ran’ and to fall way behind.

The American magazine Fortune has for more than forty years published each year a list of the 500 top manufacturing companies in the US.

During these forty years, one-third of the companies in the original list have disappeared from it altogether — either because they have been liquidated or merged or because they have become insignificant.

Another third has lost position in the list, that is, has dropped from being a major to become a relatively minor business.

Only one-third have maintained themselves in the list, that is, in their position in the American economy.

Every one of these companies that has been able to prosper for four decades has had to change fundamentally.

Yet, the last forty years have been years of great continuity and, generally, years of tremendous prosperity, not only in the American economy but in the world economy.

What is needed is not only the capacity to overcome adversity.

Equally important, and equally needed, is the capacity to take advantage of opportunity, and this, too, is equally threatened by continuing success, threatened by complacency. without an effective mission, there will be no performance



Financial results are not the purpose

Mission statements that express the purpose of the enterprise in financial terms fail inevitably, to create the cohesion, the dedication, the vision of the people who have to do the work so as to realize the enterprise’s goal.

An old saying — going back to ancient Rome, I believe states that ‘Human beings eat to live, but do not live to eat.’

Similarly, enterprises have to have satisfactory financial results to live; without them they cannot survive and cannot, in fact, do their job.

However, they do not exist to have financial results.

Financial results, by themselves, are not adequate, are not the purpose of the enterprise, and are not the justification and reason for its existence. continue




In some cases they started the next chapter early enough
and in others they waited for a near deadly crisis — they
were busy working on other things.

“Today’s executives are, of course, a good deal more
than passive custodians of the past.

They can, and properly should,
modify the decisions they inherit.

Indeed to bail out these decisions
when they go wrong,
as all decisions in respect to the future
are likely to do,
is one of their most important
and most difficult assignments.

But today’s executives are also charged with the
responsibility for making the future of the business—with
lead times that are becoming increasingly longer
and in some areas
range up to ten years or so.” —
The Changing World of the Executive



“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 Paradigm



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

It is a world of issues, but also a world of people.

And it is undergoing rapid change right now.




These essays explore a wide variety of topics.

They deal with changes in the work force, its jobs, its expectations, with the power relationships of a “society of employees,” and with changes in technology and in the world economy.

They discuss the problems and challenges facing major institutions, including business enterprises, schools, hospitals, and government agencies.

They look anew at the tasks and work of executives, at their performance and its measurement and at executive compensation.

However diverse the topics, all the pieces reflect upon the same reality: In all developed countries the workaday world has become a “society of organizations” and thus dependent on executives, that is on people—whether called managers or administrators—who are paid to direct organizations and to make them perform.

These chapters have one common theme: the changing world of the executive

changing rapidly within the organization;

changing rapidly in respect to the visions, aspirations, and even characteristics of employees, customers, and constituents;

changing outside the organization as well—economically, technologically, socially, politically.

The Changing World of The Executive




Return to top

Knowledge Economy and Knowledge Polity


Conditions for survival

knowledge technology

Knowledge technology

More on the modern chaos ↑ ↓


Knowledge and Technology

Now we are increasingly organizing knowledge and the search for it around areas of application rather than around the subject areas of disciplines.

Interdisciplinary work has grown everywhere.

This is a symptom of the shift in the meaning of knowledge from an end in itself to a resource, that is, a means to some result.

Research Laboratory: Obsolete? continue

Now many research directors, as well as high-tech industrialists, tend to believe that such labs are becoming obsolete. Why?

Technologies crisscross industries and travel incredibly fast, making few of them unique anymore.

And increasingly, the knowledge needed in a given industry comes out of some totally different technology with which, very often, the people in the industry are quite unfamiliar.

Technologies And End-Users Are Fixed And Given

Now the assumption to start with is that the technologies that are likely to have the greatest impact on a company and an industry are technologies outside its own field.

Today’s technologies, unlike the nineteenth-century technologies, no longer run in parallel.

They constantly crisscross, as discussed briefly in chapter 6.

Technology that people in their given industries have barely heard of (just as the people in the pharmaceutical industry had never heard of genetics, let alone medical electronics) revolutionizes those industries.

Such outside technologies force industries to learn, to acquire, to adapt, to change their very mindset, not to mention their technical knowledge.

Therefore, management now has to start out with the assumption that there is no one technology that pertains to an industry and that, on the contrary, all technologies are capable—and indeed likely—to be of major importance to any industry and to have impact on any industry.


Similarly, management has to start with the assumption that there is no one given end-use for any product or service and that, conversely, no end-use is going to be linked solely to any one product or service.

And then there is the new “basic resource” information.

It differs radically from all other commodities in that it does not stand under the scarcity theorem.

On the contrary, it stands under an abundance theorem

If I sell a thing, e.g., a book, I no longer have the book.

If I impart information I still have it and can sell it again and again.

What this means for economics is well beyond the scope of this paper—though it is clear that it will force us radically to revise basic economic theory.

But economics aside, managements had better understand what this means to them.

Information does not pertain to any specific industry or business.

Information also does not have any one end-use nor does any one end-use require a particular kind of information

One implication of this is that noncustomers are as important as customers, if not more important: because they are potential customers.

There are very few institutions which supply as large a portion of a market as 30%.

In other words, there are very few institutions where the noncustomers do not amount to at least 70% of the potential market.

And yet very few institutions know anything about the noncustomers—very few of them even know that they exist, let alone know who they are.

And even fewer know why they are not customers.

Yet it is with the noncustomers that changes always start.

… The foundations have to be customer values and customer decisions on the distribution of their disposable income.

It is with those that management policy and management strategy increasingly will have to start

New Knowledge

New knowledge is not the most reliable or most predictable source of successful innovations.

For all the visibility, glamour, and importance of science-based innovation, it is actually the least reliable and least predictable one.


There ↓ can’t be reached from heretomorrowS can’t be reached from yesterdayS
— at least not directly …

evolution of refrigeration evolution of refrig

Successful careerS are not planned continue

Mission ::: Continuity and Change

sound players

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 …


The evolution ↓ of picture taking technologies →
From Film to Point-and-shoot to Smartphones

Successful careerS are not planned continue

picture tech picture tech

How useful would “guidance” from something with a Management Golf or Chaotics: The Business of Managing and Marketing in the Age of Turbulence thoughtscape be in the situations above ↑ — the evolution of refrigeration, the evolution of sound transportation, or the evolution of picture taking? Mike Kami’s world (Corporate or Strategic Planning)


Conditions for survival


The Divide

Even in the flattest landscape there are passes where the road first climbs to a peak and then descends into a new valley.

Most of these passes are only topography, with little or no difference in climate, language, or culture between the valleys on either side.

But some passes are different.

They are true divides.

They often are neither high nor spectacular.

The Brenner is the lowest and gentlest of the passes across the Alps; yet from earliest times it has marked the border between Mediterranean and Nordic cultures.

The Delaware Water Gap, some seventy miles west of New York City, is not even a real pass; yet it still divides Eastern seaboard and mid-America.

History, too, knows such divides.

They also tend to be unspectacular and are rarely much noticed at the time.

But once these divides have been crossed, the social and political landscape changes.

Social and political climate is different and so is social and political language.

There are new realities.

Some time between 1965 and 1973 we passed over such a divide and entered “the next century.”

We passed out of creeds, commitments, and alignments that had shaped politics for a century or two.

We are in political terra incognita with few familiar landmarks to guide us.

No one except a mere handful of Stalinists believes any more in salvation by society — the faith which since the eighteenth century’s Enlightenment had been the dominant force and main engine of politics.

But the one effective political counterforce is also spent: political integration in and through interest blocs.

It was America’s own contribution to the art and practice of politics, fashioned first by Mark Hanna at the very end of the last century and then perfected, forty years later, by Franklin D. Roosevelt in the New Deal.

The last of the colonial empires, Russia, has entered the final phase of decolonization.

Whatever succeeds, it is unlikely to be either “Russian” or “Empire.”

And after three hundred or more years in which armaments were “productive” and worked as instruments of policy, they have become “counterproductive”: an economic drain if not economically crippling; treacherous as a tool of politics; and—the most important and least expected change — impotent militarily.




Executive realitiesIMPORTANT

The realities of the executive’s situation both demand effectiveness from him and make effectiveness exceedingly difficult to achieve.

Indeed, unless executives work at becoming effective, the realities of their situation will push them into futility.

tblue The executive’s time tends to belong to everybody else

tblue Executives are forced to keep on “operating” unless they take positive action

tblue Being within an “organization” pushes the executive toward ineffectiveness

tblue Finally, the executive is “within” an organization

People of high effectiveness are conspicuous by their absence in executive jobs continue




Return to top

Management creates economic development ↑ ↓ continue


Management and the World’s Work — 1850 … ↑ ↓
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. ↓

How are you participating in this? ↓

The Competitive Knowledge Economy

Internet activity ↓ ::: ← → Form and function


China’s One Belt, One Road


Cities of the world

Lonely Planet travel destinations ↓ ::: Larger view


World at night — electricity ↓ ::: Larger view


Not so bright in North Korea ↓ ::: Larger view


Why America’s Richest Cities Are Pulling Away From All the Others
(What are the implications for them and the rest?)

What does your state hate? ↓ ::: Larger view


Why does? ↓ ::: Larger view





Seoul post Korean war ↓



Seoul in more recent years ↓



Shanghai post-WW II



Shanghai later ↓



Shanghai more recent ↓



Singapore back then ↓



Singapore more recent

Cosmopolis → an internationally important city
inhabited by many different peoples
reflecting a great variety of cultures, attitudes, etc.

The future of the central city



Illegal border crossings ↓ ::: Larger view



Coming to America ↓ ::: Larger view


Jupiter Cable ↓ ::: Larger view


NTT Cable ↓ ::: Larger view


What has to happen ↓ to make people realize that the way the world functions ↑ ↓ has changed and that different situations ↑ ↓ require new thinking and behavior?

A change in the way the world works



The Definitive DruckerLiving in a Lego™ World


The walking dead




Innovation requires abandonment

Innovation (a condition for survival) requires major effort.

It requires hard work on the part of performing, capable people — the scarcest resource in any organization.

“Nothing requires more heroic efforts than to keep a corpse from stinking, and yet nothing is quite so futile,” is an old medical proverb.

In almost any organization I have come across, the best people are engaged in this futile effort; yet all they can hope to accomplish is to delay acceptance of the inevitable a little longer and at great cost.

Organization efforts ::: Problems or Opportunities?

But if it is known throughout the organization that the dead will be left to bury their dead, then the living will be willing—indeed, eager—to go to work on innovation.

To allow it to innovate, a business has to be able to free its best performers for the challenges of innovation.

Equally it has to be able to devote financial resources to innovation.

It will not be able to do either unless it organizes itself to slough off alike the successes of the past, the failures, and especially the “near-misses,” the things that “should have worked” but didn’t.

If executives know that it is company policy to abandon, then they will be motivated to look for the new, to encourage entrepreneurship, and will accept the need to become entrepreneurial themselves.

This is the first step—a form of organizational hygiene.” about Innovation



“Increasingly, organizations will have to plan abandonment
rather than try to prolong the life
of a successful policy, practice, or product … only a few
large Japanese companies have faced up to”



“Effective innovations start small. They are not grandiose. They try to do one specific thing” continue




An Operational View of the Budgeting Process

The final conclusion is that we need a new approach to the process in which we make our value decisions between different objective areas—the budgeting process.

And in particular do we need a real understanding of that part of the budget that deals with the expenses that express these decisions, that is, the “managed” and “capital” expenditures.

Commonly today, budgeting is conceived as a financial process.

But it is only the notation that is financial; the decisions are entrepreneurial.

Commonly today, managed expenditures and capital expenditures are considered quite separate.

But the distinction is an accounting (and tax) fiction and misleading; both commit scarce resources to an uncertain future; both are, economically speaking, capital expenditures.

And they, too, have to express the same basic decisions on survival objectives to be viable.

Finally, today, most of our attention in the operating budget is given, as a rule, to other than the managed expenses, especially to the variable expenses, for that is where, historically, most money was spent.

But, no matter how large or small the sums, it is in our decisions on the managed expenses that we decide on the future of the enterprise.


Indeed, we have little control over what the accountant calls variable expenses—the expenses which relate directly to units of production and are fixed by a certain way of doing things.

We can change them, but not fast.

We can change a relationship between units of production and labor costs (which we, with a certain irony, still consider variable expenses despite the fringe benefits).

But within any time period these expenses can only be kept at a norm and cannot be changed.

This is, of course, even more true for the expenses in respect to the decisions of the past, our fixed expenses.

We cannot make them undone at all, whether these are capital expenses or taxes or what have you.

They are beyond our control.

In the middle, however, are the expenses for the future which express our risk-taking value choices: the capital expenses and the managed expenses.

Here are the expenses on facilities and equipment, on research and merchandising, on product development and people development, on management and organization.

This managed expense budget is the area in which we really make our decisions on our objectives.

(That, incidentally, is why I dislike accounting ratios in that area so very much, because they try to substitute the history of the dead past for the making of the prosperous future.)

We make decisions in this process in two respects.

First, what do we allocate people for?

For the money in the budget is really people.

What do we allocate people, and energy, and efforts to?

To what objectives?

We have to make choices, as we cannot do everything.

And, second, what is the time scale?

How do we, in other words, balance expenditures for long-term permanent efforts against any decision with immediate impact?

The one shows results only in the remote future, if at all.

The development of people (a fifteen-year job), the effectiveness of which is untested and unmeasurable, is, for instance, a decision on faith over the long range.

The other may show results immediately.

To slight the one, however, might, in the long range, debilitate the business and weaken it.

And, yet, there are certain real short-term needs that have to be met in the business—in the present as well as in the future.

Until we develop a clear understanding of basic survival objectives and some yardsticks for the decisions and choices in each area, budgeting will not become a rational exercise of responsible judgment; it will retain some of the hunch character that it now has.

But our experience has shown that the concept of survival objectives alone can greatly improve both the quality and effectiveness of the process and the understanding of what is being decided.

Indeed, it gives us, we are learning, an effective tool for the integration of functional work and specialized efforts and especially for creating a common understanding throughout the organization and common measurements of contribution and performance.

The approach to a discipline of business enterprise through an analysis of survival objectives is still a very new and a very crude one.

Yet it is already proving itself a unifying concept, simply because it is the first general theory of the business enterprise we have had so far.

It is not yet a very refined, a very elegant, let alone a very precise, theory.

Any physicist or mathematician would say: This is not a theory; this is still only rhetoric.

But at least, while maybe only in rhetoric, we are talking about something real.

For the first time we are no longer in the situation in which theory is irrelevant, if not an impediment, and in which practice has to be untheoretical, which means cannot be taught, cannot be learned, and cannot be conveyed, as one can only convey the general.

This should thus be one of the breakthrough areas; and twenty years hence this might well have become the central concept around which we can organize the mixture of knowledge, ignorance, and experience, of prejudices, insights, and skills, which we call “management” today. continue





… “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




It is impossible to work on things that aren't on your mental radar ↑ ↓



The main work-life related brainroadS ↓


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 …


“Your thinking, choices, decisions are determined by
what you have seen edb


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


door is the next stop on a linear exploration




Our futureS will play out in different ecologies ↓

Post-Capitalist Society  book  managing in the next society


Post-Capitalist Society link

Management Challenges for the 21st Century

Managing in the Next Society




Time-life navigation


The way I see it time-life navigation involves the navigation needed to make it from childhood to the final moments embedded in a world moving toward unimagined futures. The major elements might be conceptualized as:

Organization evolution

Career or worklife evolution

Life design

Financial investing

A life navigation system or action management system

Life-TIME investment system




“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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