brainroads-toward-tomorrows mental patterns

pyramid2dna

pyramid to dna

Organization efforts ::: Problems or Opportunities?


Why great companies fail

5 stages of decline

Decline of film

How could you create a comprehensive action plan or calendarization for each of the implied action areas in this topic and all of them together?



“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.”

“Success always obsoletes the very behavior that achieved it” ― PFD

 


 

A critical question for leaders is, “When do you stop pouring resources
into things that have achieved their purpose?”


The most dangerous traps for a leader are those near-successes
where everybody says that if you just give it another big push
it will go over the top.

One tries it once. One tries it twice.
One tries it a third time.

But, by then it should be obvious
this will be very hard to do.

So, I always advise my friend Rick Warren,

“Don’t tell me what you’re doing, Rick.

Tell me what you stopped doing.” — Drucker on Leadership


The failed strategy and abandonment
(calendarize this?)

 

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Analysis of the entire business and its basic economics always shows it to be in worse disrepair than anyone expected.

The products everyone boasts of turn out to be yesterday’s breadwinners or investments in managerial ego.

Activities to which no one paid much attention turn out to be major cost centers and so expensive as to endanger the competitive position of the company.

What everyone in the business believes to be quality turns out to have little meaning to the customer.

Important and valuable knowledge either is not applied where it could produce results or produces results no one uses.

I know more than one executive who fervently wished at the end of the analysis that he could forget all he had learned and go back to the old days of the “rat race” when “sufficient unto the day was the crisis thereof.”


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

 

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Broken Washroom Doors: Drucker said the problem of having people in positions where they do the least amount of good exists everywhere, but it is more rampant in hospitals, churches, and other nonprofits than in corporations.


To raise productivity in most any organization managers should regularly assess their key people, their strengths, and the results they achieve.

Then they should ask themselves:

Do we have the right people in the right jobs, where they can make the greatest contributions?

Are the jobs the right ones, meaning do we have people performing tasks that even if achieved do not add value to the organization?

What changes in people, jobs, and job functions can we make that will yield greater results?

Inside Drucker’s Brain

 

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The 90/10 Rule at Yum! Brands

But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to ‘problems’ rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results. (calendarize this?)

One of the hardest things for a manager to remember is that of the 1,000 different situations he or she will be asked to deal with on any given day, only the smallest handful have a shot at moving the enterprise forward in a truly significant way (calendarize this?)

The job of management, then, is to make sure that financial capital, technology, and top talent are deployed where most of the results are and where most of the costs aren’t. The temptation often exists, however, to do exactly the opposite

 

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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

 

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bbx Exploiting Success

bbx How to guarantee non-performance

bbx Management by Objectives — A user’s guide

bbx Thinking in The Definitive Drucker



 

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Victims of success


Abandonment (step one)

Opportunities

Marketing (real marketing)

Innovation (no BS) existing organization requires special efforts

Drucker on Management

Navigating time
(for individuals)

 

“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

 

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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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