As an Amazon Associate I earn from qualifying purchases #ad

brainroads-toward-tomorrows mental patterns

pyramid2dna

from-analysis-to-perception

From analysis to perception pyramid to dna

 

 

Theory of the business

Theory of the business outline

HBR article

Management Revised Edition    Management Cases Revised Edition

Amazon Links: Management Rev Ed and Management Cases, Revised Edition

 

line

 

The image below merges the theory of the business with
chapter 2, “Strategy — The New Certainties” in Management Challenges for the 21st Century

theory of the business

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

 

line

 

Communicate and Test Assumptions

The theory of the business must be known and understood throughout the organization.

This is easy in an organization’s early days.

But as it becomes successful, an organization tends increasingly to take its theory for granted, becoming less and less conscious of it.

Then the organization becomes sloppy.

It begins to cut corners.

It begins to pursue what is expedient rather than what is right.

It stops thinking.

It stops questioning.

It remembers the answers but has forgotten the questions.

The theory of the business becomes “culture.”

But culture is no substitute for discipline, and the theory of the business is a discipline.


The theory of the business has to be tested constantly.

It is not graven on tablets of stone.

It is a hypothesis.

And it is a hypothesis about things that are in constant flux—society, markets, customers, technology.

And so, built into the theory of the business must be the ability to change itself.

Some theories are so powerful that they last for a long time.

Eventually every theory becomes obsolete and then invalid.

It happened to the GMs and the AT&Ts.

It happened to IBM.

It is also happening to the rapidly unraveling Japanese keiretsu.

4 JUL The Daily Drucker

 

line

 

connections

theory of the business what remember tob theory of the business drucker on asia mc21c effective mission new paradigm strategy new certainties information challenges change leader knowledge worker productivity managinge oneself profits effective executive managing for results change learn from nonprofits new society of organizations information executives truly need managing oneself they are people

A thought collector

scrivener

Scrivener

Also or mentioned in

Marketing and Innovation in a society moving in time (part of Management: Tasks, Responsibilities, Practices)

A Century of Social Transformation—Emergence of Knowledge Society

About management — actions, principles, essence

Information challenges

Managing In A Time Of Great Change (by Peter Drucker)

Peter Drucker on The Profession Of Management

The Daily Drucker

 

 

#tgd

“The greatest danger

in times of turbulence

is not turbulence;

it is to act

with yesterday’s logic”
.

Peter Drucker

 

 

The shift from manual workers
who do as they are being told
either by the task or by the boss —

TO knowledge workers

who have to

manage themselves

profoundly challenges social structure

 

 

Managing Oneself (PDF) is a REVOLUTION in human affairs.” …



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



… “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

 

 

More than anything else,

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

 

“Making a living is no longer enough
‘Work’ has to make a life .” continue

finding and selecting the pieces of the puzzle

 

The Second Curve

 

line

 

These pages are attention directing tools

for navigating changing worldS — worldS relentlessly

moving toward unimagined futures.

 

evidence-wall-and-time-line-pict-600

What’s the next effective action on the road ahead

 

stages-simple-horizons-pict-t

 

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 working out a plan for coping with 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: The memo THEY don't want you to see

 

Google

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

Type the following in their search box ↓

your search text site:rlaexp.com

intelligence-instructions

 

What needs doing?

 

contact

 



#z98 Copyright 1985 through 2025 © All rights reserved | bobembry bobembryusa bobembry.usa | bob embry robert embry | “BrainroadS toward TomorrowS” | “time life navigation” © #TimeLifeNavigation | “life TIME investment system© #LifeTimeInvestmentSystem | “career evolution” © #CareerEvolution | “work-life horizons© | “work-life evolution© | “financial investing© | “life design© #LifeDesign | “organization evolution© | #OrganizationEvolution | “brainroads toward tomorrows” © | #BrainroadsTowardTomorrows | “foundations for future directed decisions© | #FoundationsForFutureDirectedDecisions | #rlaexpdotcom © | rlaexpdotcom ©

#rlaexp.com = rla + exp = real life adventures + exploration or explored

exploration leads to explored

Examples ↑ can be found through web searches, Wikipedia,
Pinterest and the daily news

Knowledge Worker tools on Pinterest

 

Some ecological and time awareness ↓ → Ken Burns films

 

tln_components2
Larger view thinking canvas

 

The Über Mentor

The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy


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

 

tln-radar-annotated2-pict-trans-600
Larger view thinking canvas

 

#mlp ↓ #z99

My launching pad

(fully responsible officer,
knowledge-worker, professional contributor
and executive)

Discontinued Operations

Worldview

 

As an Amazon Associate I earn from qualifying purchases