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Leading for Innovation and Organizing for Results (The Drucker Foundation)

  • Leading for Innovation and Organizing for Results (The Drucker Foundation)
    Editors: Frances Hesselbein, Marshall Goldsmith, Iain Somerville
    Hardcover, Jossey-Bass, October 2001
    ISBN: 0787953598

    From the Introduction:
    Peter Drucker has defined innovation as "change that creates a new dimension of performance." In today's turbulent times, bringing about such change is one of the greatest challenges leaders face. This book is about what leaders can do to help their people and their organizations achieve this new dimension of performance.

    As many of our authors note, innovation does not occur without significant challenge. Many people prefer to do things the way they have always done them, and change is not welcomed. Many innovations will fail; however, all agree that being open to innovative ideas, approaches, and systems is imperative if we are to survive both personally and professionally in today's fast-changing world. This book is for those leaders who will be successful in shaping the future because they are open to new ideas, new approaches, and new mind-sets.

    To help today's leaders understand leading for innovation, we have gathered the top authors, practitioners, consultants, researchers, and thought leaders. Each author offers a unique viewpoint about the leadership of innovation. Some chapters explore the past; others cite current trends and theorize about the future. This combination presents an array of insight and knowledge for today's leaders. We hope that will inspire you, our reader, to make the changes that can make your world a better place.
    • Foreword , [ text] Frances Hesselbein
    • Introduction, The Editors
    • Part I: Leading the People Who Make Innovation Happen
      • [1] "We Are All Innovators," [ text ] Margaret J. Wheatley;
      • [2] "Fleas and Elephants," Charles Handy;
      • [3] "Creative Leadership," [ text ] Max De Pree;
      • [4] "Changing the Behavior of Successful People," Marshall Goldsmith;
      • [5] "Good Work in Business," Howard Gardner, Kim Barberich.
    • Part II: Creating an Environnment That Encourages Innovation
      • [6] "Creating the Culture for Innovation," Rosabeth Moss Kanter;
      • [7] "The Organization! Is it a Friend or Foe of Innovation?" C. William Pollard;
      • [8] "To Build a Culture of Innovation, Avoid Conventional Management Wisdom," Jeffrey Pfeffer;
      • [9] "Innovation in Government," Stephen Goldsmith;
      • [10] "How Company Culture Encourages Innovation," David S. Pottruck.
    • Part III: Changing How You Think About Leadership and Innovation
      • [11] "The Ultimate Creation," Jim Collins;
      • [12] "Managing to Innovate," Henry Mintzberg;
      • [13] "Inviting Innovation," M. Kathryn Clubb;
      • [14] "The Value of 'Been There, Done That' in Innovation," Dorothy Leonard, Walter Swap;
      • [15] "Leading with Vision, Strategy, and Values," Robert E. Knowling, Jr.;
      • [16] "When 1 + 1 = 3," James Burke.
    • Part IV: The Practice of Innovation
      • [17] "Coping with Your Organization's Innovation Capabilities," [ text ] Clayton M. Christensen;
      • [18] "An Innovation Protocol," Dave Ulrich;
      • [19] "Beware: Innovation Kills!" Arie de Geus;
      • [20] "Capturing Innovation Power in the Genomics Era," Daniel Vasella;
      • [21] "Leading for Innovation and Results in Police Departments," William J. Bratton, William Andrews;
      • [22] "Inventing E-Services," Ann Livermore;
      • [23] "Reinventing Innovation," John Kao.


“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.

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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.

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