Organization evolution © ℠ defined

Organization evolution © ℠ involves:

1. the organization moving through the "stages" of development and in time.

Consider the entire life stories of HP, Apple, IBM, GE or any major healthy organization that has made the successful transition from a start-up through several identity crises and are able to participate in a world society on an equal footing plus they are organized for coping with whatever the future may hold:

See organization histories or

Examples from the news to explore these ideas in greater depth.

Time spans

2. the activities and work performed to produce an organization's contribution now and in the futureS. A part of this work involves the process of getting to appropriate concepts and then to daily work—genuine executive learning and development;

3. society and the economy developing and moving in time—moving toward unimaginable futures.

“Time” related books by Peter Drucker

General

• Age of Discontinuity
• The New Realities
• Post-Capitalist Society

Management

• Managing in Turbulent Times (by Peter Drucker)
• The Changing World of The Executive (by Peter Drucker)
• Frontiers of Management (by Peter Drucker)
• Managing for the Future (by Peter Drucker)
• Managing in a Time of Great Change (by Peter Drucker)
• Management Challenges for the 21st Century (by Peter Drucker)
• Managing in the Next Society (by Peter Drucker)

Organization evolution is not spontaneous or natural—just the opposite. See "Managing Growth" in Peter Drucker's Management: Tasks, Responsibilities, Practices. Also see story titles in my Article list, current system status (Is this OK?), life lines and mental patterns. What are the consequences?

Why great companies fail

Amazon link: How The Mighty Fall: And Why Some Companies Never Give In

The following appeared in a November 2003 Internet posting:

Motorola spinning off semiconductor business
"Baffling. Does anyone but me find Motorola's announcement that it will spin off its semiconductor business a bit peculiar? How does a company manage to create and pioneer early markets, dominate, and then give up on the market? I'm talking about radios, TVs, and microprocessors, including RISC chips. When will the company bail on the cell-phone market it largely created? This is a weird business model. My advice to Motorola is to change the name to Motorola Market Development Company. It would make more sense."

2011 Follow-up: "Motorola Solutions Inc. and Motorola Mobility Holdings Inc., the two companies that split from each other this year, increased the pay of the chief executive officers who oversaw the separation …"

8/16/11 Yesterday Google announced they were attempting to acquire Motorola Mobility.

The Change Leader

Larger view

Thinking broad and thinking detailed

Find "Change agents" in Management, Revised Edition or Find "The Change Leader" in Management Challenges for the 21st Century

Small business isn't exempt from organization evolution. They are connected through the economy and the competitive offerings of others. They are vulnerable to being squeezed out.

Organization evolution © ℠ :: Work approach

Organization evolution concept map

Linear view of organization evolution

Patterns of development

Evolving organization structures

TLN keywords: tlnkworganizationevolution

“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

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