Drucker+ book search

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#books

Your thinking,
choices, DECISIONS are

determined by

what

you’ve “SEEN” ↑ ↓ …

↑ #msd ← SEEN

Time usage clues ↓
radar_limited-pict-no-reflect
Time InvestmentS for tomorrowS

The explorer #htmp

Concepts ::: Context ::: Attention flow

#woo Windows of Opportunity

Wisdom ::: #4almost-n

peter-drucker-timescape-pict-306wx279

Thinking broad and thinking detailed

thinking-books-300w

Basic thinking processes

Economic ecology #4almost-n

#4almost-n

Subjects/Topics vs. realities ::: larger view ↓

color bars ::: color swatches ::: Kaleidoscopes
education-experience-reality-399

#fastp

jigsaw-puzzle-colors-250

#lms #ams ↓ TLN Insights ::: View
harvest-to-action-2015-pict-t-600

#fastp → Drucker book search ::: de Bono book search

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

The day the horse lost its job

… the philosophical shift from the Cartesian universe of mechanical cause
to the new universe of pattern, purpose and process …
an age of transition

#dotmp = danger of too much planning

Drucker book search

PDF Tables of Content for Books by Peter Drucker

1939: The End of Economic Man (New York: The John Day Company)

1942: The Future of Industrial Man (New York: The John Day Company)

1946: Concept of the Corporation (New York: The John Day Company)

1950: The New Society (New York: Harper & Brothers)

1954: The Practice of Management (New York: Harper & Brothers)

1957: America's Next Twenty Years (New York: Harper & Brothers)

1959: The Landmarks of Tomorrow (New York: Harper & Brothers)

1964: Managing for Results (New York: Harper & Row)

1967: The Effective Executive (New York: Harper & Row)

1969: The Age of Discontinuity (New York: Harper & Row)

1970: Technology, Management and Society (New York: Harper & Row)

1971: The New Markets and Other Essays (London: William Heinemann Ltd.)

1971: Men, Ideas and Politics (New York: Harper & Row)

1971: Drucker on Management (London: Management Publications Limited)

1973: Management: Tasks, Responsibilities, Practices' (New York: Harper & Row)

1976: The Unseen Revolution: How Pension Fund Socialism Came to America (New York: Harper & Row)

1977: People and Performance: The Best of Peter Drucker on Management (New York: Harper's College Press)

1978: Adventures of a Bystander (New York: Harper & Row)

1980: Managing in Turbulent Times (New York: Harper & Row)

1981: Toward the next economics, and other essays (New York: Harper & Row) ISBN 0060148284

1982: The Changing World of Executive (New York: Harper & Row)

1982: The Last of All Possible Worlds (New York: Harper & Row)

1984: The Temptation to Do Good (London: William Heinemann Ltd.)

1985: Innovation and Entrepreneurship (New York: Harper & Row)

1986: The Frontiers of Management: Where Tomorrow's Decisions are Being Shaped Today (New York: Truman Talley Books/E.D. Dutton)

1989: The New Realities: in Government and Politics, in Economics and Business, in Society and World View (New York: Harper & Row)

1990: Managing the Nonprofit Organization: Practices and Principles (New York: Harper Collins)

1992: Managing for the Future (New York: Harper Collins)

1993: The Ecological Vision (New Brunswick, NJ and London: Transaction Publishers)

1993: Post-Capitalist Society (New York: HarperCollins)

1995: Managing in a Time of Great Change (New York: Truman Talley Books/Dutton)

1997: Drucker on Asia: A Dialogue between Peter Drucker and Isao Nakauchi (Tokyo: Diamond Inc.)

1998: Peter Drucker on the Profession of Management (Boston: Harvard Business School Publishing)

1999: Management Challenges for 21st Century (New York: Harper Business)

1999: Managing OneseIf (Boston: Harvard Business School Publishing) [published 2008 from article in Harvard Business Review]

2001: The Essential Drucker (New York: Harper Business)

2002: Managing in the Next Society (New York: Truman Talley Books/St. Martin's Press)

2002: A Functioning Society (New Brunswick, NJ and London: Transaction Publishers)

2004: The Daily Drucker (New York: Harper Business)

2008 (posthumous): The Five Most Important Questions (San Francisco: Jossey-Bass)

2008 (posthumous): Management: Revised Edition

#81 #hor2 #wlh #mmit #eia #cfs

The Executive In Action Preface

Amazon #ad

There are many “How-to-Do-It” management books; few, however, tell the executive what to do, let alone why.

There are equally a great many “What-to-Do” management books; but few of them tell the executive how to do it.

Yet treatment without diagnosis is as useless as diagnosis without treatment.

In any practice the two go together — and Management is a Practice.

The three books of mine, here brought together in one volume, embrace the three dimensions of the successful practice of management:

Managing the Existing Business — Managing for Results

Changing Tomorrow’s Business — Innovation and Entrepreneurship

Managing Oneself — The Effective Executive

Each of these three books is distinct and self-contained.

Yet in the executive’s work the three are always joined.

“What Thinking is Needed”

Managing the Existing Business is the first day-to-day task

no matter how clear the executive’s vision;

no matter how brilliantly he or she plans for the future and innovates,

today’s business has to be managed for results now or there will be no tomorrow.

What knowledge is needed for that job?

What actions have to be taken?

What pitfalls to be avoided?

And what results should — perhaps must — be attained?

Conversely, the seemingly most successful business of today is a sham and a failure if it does not create its own and different tomorrow.

It must innovate and recreate its products or services but equally the enterprise itself.

Business is society’s change agent.

All other major institutions of society are designed to conserve if not to prevent change.

Business alone is designed to innovate.

No business will long survive, let alone prosper, unless it innovates successfully.

And neither innovation nor entrepreneurship are “inspiration,” let alone “flash of genius.”

They are disciplines and require concepts, tools, and organized, systematic work.

“What Thinking is Needed”

Finally, no matter how brilliant individual executives are or how hard they work, they will be failures and their efforts will be futile unless they are effective.

It is not so terribly difficult to be an effective executive.

All it requires are a few habits — that is, doing a few things day in and day out and not doing a few other things.

Yet few of the many executives with whom I have worked over more than fifty years were truly effective.

They were mostly very bright, worked mostly very hard, yet had little to show for their ability, their knowledge, their hard work.

The reason is simply that the modern organization — and with it executives in significant numbers — only emerged a little over a century ago and the human race is a slow learner.

To be sure, there have been “naturals” throughout human history.

The most effective executive on record of whom we have any information was surely that minister of an ancient Egyptian pharaoh who, all of 4250 years ago, conceived the first pyramid (without any precedent whatever for such an edifice) designed it and built it — and it still stands today without once having to be “re-engineered.”

And he did so without any management books to help him and surely without having an MBA.

But we need far too many effective executives to depend on geniuses.

And then there is need for a discipline — the discipline for being an effective executive.

Together these three books should enable executives — whether high up in the organization or just beginning on their career — but also those men and women who are studying today to become executives tomorrow:

to know the right things to do;

to know how to do them; and

to do them effectively.

Together these three books provide The Tool Kit for Executive Action.

Claremont, Easter 1996

Peter F. Drucker

#ptf
We know only two things
about the future … (continue)

dealing with risk and uncertainty

Today perceptiveness is more #important than analysis … continue

From Analysis to Perception — The New Worldview

Conditions for survival

The rest of the story …

What Makes An Effective Executive

What Executives Should Remember

Managing Oneself — A Revolution In Human Affairs

The End of Economic Man: The Origins of Totalitarianism ::: Introduction to the Transaction Edition ::: Preface ::: Foreword ::: The Anti-Fascist Illusion ::: The Despair of the Masses ::: The Return of the Demons ::: The Failure of the Christian Churches ::: The Totalitarian Miracle ::: Fascist Noneconomic Society ::: Miracle or Mirage? ::: The Future: East Against West?

The Future of Industrial Man ::: Introduction to the Transaction Edition ::: The War for the Industrial Society ::: What Is a Functioning Society? ::: The Mercantile Society of the Nineteenth Century ::: The Industrial Reality of the Twentieth Century ::: The Challenge and the Failure of Hitlerism ::: Free Society and Free Government ::: From Rousseau to Hitler ::: The Conservative Counter Revolution of 1776 ::: A Conservative Approach

Concept of the Corporation #mbr

Concept of the Corporation had an immediate impact on American business, on public service institutions, on government agencies — and none on General Motors!

3 Kinds of Intelligence — Niccolò Machiavelli

It appeared in early 1946, just when Henry Ford II, still only in his mid-twenties, had taken over a near-bankrupt Ford Motor Company that was even more denuded of management than it was short of cash and weak in market standing and products.

As both Henry Ford II and Ernest Breech, the GM-trained executive whom Henry Ford II brought in as his Chairman and Chief Executive Officer, have said and written repeatedly, it was Concept of the Corporation which they took as their text to save and to rebuild their company.

A few years later, in 1950, the General Electric Company took Concept of the Corporation as the basic blueprint for its own massive reorganization, which then became the model of organization structure and set off the big “organization boom” of the next twenty years.

In the course of this boom practically every large business anywhere in the non-Communist world restructured itself on the concepts of decentralization that GM had pioneered and that Concept of the Corporation first described and analyzed.

Almost immediately after its publication, the book also became the text for the restructuring of major state universities: Michigan and Michigan State, Minnesota, Iowa, and others all found their traditional structure totally inadequate to serve an exploding student population when the veterans of World War II streamed in under the G.I. Bill.

A few years later, when the United States unified its armed services, the first Secretaries of Defense, James Forrestal and George C. Marshall, both reached for Concept of the Corporation to find in it their organizational guidelines.

And so did Cardinal Spellman, at about the same time, when he tried to find new organizational principles for the Archdiocese of New York, which, as he asserted, had outgrown, in both size and complexity, the administrative and organizational lineaments of the world’s oldest organization chart, the Canon Law of the Catholic Church.

But Concept of the Corporation was not only even rejected by General Motors; it was studiously ignored by the company.

There was nothing personal in this.

On the contrary, with few exceptions every GM executive whom I met in the course of my study had been friendly or at least courteous, and willing to give me of his time despite the heavy burden which war production imposed on him.

And all of them, without exception, were patient with even the dumbest of my questions.

Some of these men became personal friends.

And not one of them tried to exert any pressure on me to change anything I had written.

GM’s most important executive, Alfred Sloan — Chairman, Chief Executive, and the main-force behind the company’s growth, its policies, and its organizational structure — always went out of his way to be friendly and helpful.

After the book was published, he repeatedly called me in to get my opinions on his two favorite projects, the Sloan-Kettering Cancer Research Institute in New York and the Sloan School of Management at MIT.

Indeed he offered me the Management Chair at the Sloan School and was quite hurt when I, by then happily settled at the Graduate Business School of New York University, turned him down.

Yet, the book itself was totally unacceptable to most GM executives, and above all to Alfred Sloan himself.

Indeed, as he told me a good many times, my book made him sit down and write his own book on General Motors, My Years with General Motors (New York: Doubleday, 1964), primarily to refute Concept of the Corporation and to lay down what a book on GM should really be and should really focus on.

Even though Concept of the Corporation was then the only book on General Motors, it is not even mentioned in Sloan’s work.

And this treatment of it as a “nonbook” was by and large the standard reaction of GM and of its executives.

The book was not distributed within GM, was rarely, if ever, mentioned, and could not be found on the bookshelves in the offices of GM executives.

And when General Motors Institute, the company-owned, company-run engineering school which was the apple of Alfred Sloan’s eye, started to teach management a few years after Concept of the Corporation appeared, the book was not on its reading list and indeed, I was told, was not even to be found in the catalogue of the Institute’s library.

The three main reasons for this reaction on the part of GM explain in large part both GM’s great success in the post-World War II years, and GM’s later equally great failure: (1) the book’s attitude toward GM’s policies; #52 (2) the recommendation on employee relations; and (3) the treatment of the large corporation as “affected with the public interest.”

continue

The New Society ::: Contents ::: Introduction to the Transaction Edition ::: Preface to the 1962 Edition ::: Introduction: The Industrial World Revolution ::: First Part: The Industrial Enterprise ::: 1. The New Social Order ::: 2. The Enterprise in Modern Society ::: 3. The Anatomy of Enterprise ::: 4. The Law of Avoiding Loss ::: 5. The Law of Higher Output ::: 6. Profitability and Performance ::: Second Part: The Problems of Industrial Order: The Economic Conflicts ::: 7. The Real Issue in the Wage Conflict ::: 8. The Worker's Resistance to Higher Output ::: 9. The Hostility to Profit ::: Third Part: The Problems of Industrial Order: Management and Union ::: 10. Can Management Be a Legitimate Government? ::: 11. Can Unionism Survive? ::: 12. Union Needs and the Common Weal ::: 13. The Union Leader's Dilemma ::: 14. The Split Allegiance Within the Enterprise ::: Fourth Pt: The Problems of Industrial Order: The Plant Community ::: 15. The Individual's Demand for Status and Function ::: 16. The Demand for the Managerial Attitude ::: 17. Men at Work ::: 18. Is There Really a Lack of Opportunity? ::: 19. The Communications Gap ::: 20. Slot-Machine Man and Depression Shock ::: Fifth Part: The Problems of Industrial Order: The ::: Management Function ::: 21. The Threefold Job of Management ::: 22. Why Managements Don't Do Their Job ::: 23. Where Will Tomorrow's Managers Come From? ::: 24. Is Bigness a Bar to Good Management? ::: Sixth Part: The Principles of Industrial Order: Exit The Proletarian ::: 25. Labor as a Capital Resource ::: 26. Predictable Income and Employment ::: 27. The Worker's Stake in Profit ::: 28. The Threat of Unemployment ::: Seventh Part: The Principles of Industrial Order: The Federal Organization of Management ::: 29. "The Proper Study of Mankind Is Organization" ::: 30. Decentralization and Federalism ::: 31 Is a Competitive Market Necessary to Management? ::: Eighth Part: The Principles of Industrial Order: The Self-Governing Plant Community ::: 32. Community Government and Business Management ::: 33. "Management Must Manage" ::: 34. The Worker and His Plant Government ::: 35. Plant Self-Government and the Union ::: Ninth Part: The Principles of Industrial Order: The Labor Union as a Citizen ::: 36. A Rational Wage Policy ::: 37. How Much Union Control Over the Citizen? ::: 38. When Strikes Become Unbearable ::: Conclusion: A Free Industrial Society ::: Epilogue to the 1962 Edition

Landmarks of Tomorrow — Book Contents

Introduction: This Post-Modern World circa 1959

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

The New Pluralism (1957)

Moving Beyond CAPITALISM

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

There are new frontiers of opportunity, risk and challenge.

There is a new spiritual center to human existence.

The old view of the world, the old tasks and the old center, calling themselves “modern” and “up to date” only a few years ago, just make no sense any more.

They still provide our rhetoric, whether of politics or of science, at home or in foreign affairs.

But the slogans and battle cries of all parties, be they political, philosophical, aesthetic or scientific, no longer serve to unite for action—though they still can divide in heat and emotion.

Our actions are already measured against the stern demands of the “today,” the “post-modern world” and yet we have no theories, no concepts, no slogans—no real knowledge—about the new reality.

↑ finding and selecting the pieces of the puzzle ↓

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.

For three hundred years, from the middle of the seventeenth century on, the West lived in the Modern Age; and during the last century this modern West became the norm of philosophy and politics, society, science and economy all over the globe, became the first truly universal world order.

Today it is no longer living reality—but the new world, though real, if not indeed obvious to us, is not yet established.

We thus live in an age of transition, an age of overlap, in which the old “modern” of yesterday no longer acts effectively but still provides means of expression, standards of expectations and tools of ordering, while the new, the “post-modern,” still lacks definition, expression and tools but effectively controls our actions and their impact.

This book is a report on the new post-modern today we live in—nothing more.

It does not deal with the future.

It deals with the tangible present.

Indeed I have tried to resist the temptation to speculate about what might be, let alone to predict what will be.

I have not even tried to pull together into one order of values and perceptions what are still individual pieces.

↑ finding and selecting the pieces of the puzzle

Till this is done, we shall not, of course, have a really new age with its own distinct character and worldview; we shall only be “post” something else.

As I saw the job, it was to understand rather than to innovate, to describe rather than to imagine.

This is, of course, by far the smaller and less important of the tasks to be done; we still need the great imaginer, the great creative thinker, the great innovator, of a new synthesis, of a new philosophy and of new institutions.

This book encompasses a very wide horizon; yet it is incomplete.

Essentially I have tried to cover three big areas, each representing a major dimension of human life and experience:

The new view of the world, the new concepts, the new human capacities:

The first part of the book (Chapters One, Two and Three) treats the philosophical shift from the Cartesian universe of mechanical cause to the new universe of pattern, purpose and process.

I have also explored our new power purposefully to innovate, both technologically and socially, and the resulting emergence of new opportunity, new risk and new responsibility.

There is a discussion of the new power to organize men of knowledge and high skill for joint effort and performance through the exercise of responsible judgment, which has given us both the new and central institution of the large organization and a new ideal of social order in which society and individual become mutually dependent poles of human freedom and achievement.

The new frontiers, the new tasks and opportunities:

The second part (Chapters Four through Nine) sketches four new realities, each of them a challenge, above all to the peoples of the Free World.

The first is the emergence of Educated Society—a society in which only the educated man is truly productive, in which increasingly everybody will, at least in respect to years spent in school, have received a higher education, and in which the educational status of a country becomes a controlling factor in international competition and survival.

What does this mean for society and the individual?

What does it mean for education?

The second is the emergence of Economic Development—“Up to Poverty”—as the new, common vision and goal of humanity, and of international and interracial class war as the new threat.

Third is the decline of the government of the nation-state, the “modern government” of yesteryear, its increasing inability to govern internally and to act internationally.

And fourth is the new reality of the collapse of the “East,” that is of non-Western culture and civilization, to the point where no viable society anywhere can be built except upon Western formulations.

A short concluding section—only a few paragraphs—asks:

What does all this mean for the nations of the West and for the direction, goals and principles of their government and policies?

The human situation:

The third and last part (Chapter Ten) is concerned with the new spiritual—or, if one prefers the word, metaphysical—reality of human existence: the fact that both knowledge and power have become absolute, have gained the capacity for absolute destruction beyond which no refinement, no increase is meaningful any more.

This, for the first time since the dawn of our civilization, forces us to think through the nature, function and control of both.

Though I have tried to be faithful to the facts I am certain that I have often misunderstood them—as any newcomer to a strange country is bound to misunderstand.

Though I have tried to be objective I am conscious of my Western background, and of my bias—that of the great tradition of European and especially Anglo-American conservatism with its beliefs in liberty, law and justice, in responsibility and work, in the uniqueness of the person and the fallibility of the creature.

I am equally conscious of the limitations of my knowledge and understanding—above all of my weaknesses in the creative arts.

But, still, I hope that the aim of this book: to report and to give understanding, has been reached at least to the point where it conveys to the reader both the shock of recognition—how obvious the unfamiliar new already is; and the shock of estrangement—how irrelevant the familiar modern of yesterday has already become.

Landmarks of Tomorrow — Introduction: This Post-Modern World ::: Essentially I have tried to cover three big areas ::: The new view of the world, the new concepts, the new human capacities ::: The new frontiers, the new tasks and opportunities ::: The human situation ::: Newcomer to a Strange Country ::: The New World-View ::: “The Whole Is the Sum of Its Parts” ::: From Cause to Configuration ::: The Purposeful Universe ::: Toward a New Philosophy ::: From Progress to Innovation ::: The New Perception Of Order ::: The Research Explosion ::: Man and Change ::: Innovation and Knowledge ::: The Power of Organized Ignorance ::: The Power of Innovation ::: The Open-Ended Technology ::: From Reform to Social Innovation ::: Innovation—The New Conservatism? ::: The Risks of Innovation ::: Plan or No Plan? ::: Local Plan or No Plan ::: Innovation as Responsibility ::: Beyond Collectivism and Individualism ::: The New Organization (hospital transformation — nurses)::: The Capacity to Organize ::: Individual Work and Teamwork ::: From Magnate To Manager ::: Specialist and Manager ::: Power and Responsibility in Organization ::: The Organization Man ::: The Discipline of Managing ::: The Principle of Organization ::: Beyond Collectivism And Individualism ::: The Middle-Class Society ::: Freedom in Dynamic Order ::: The New Frontiers ::: The Educated Society ::: - The Educational Revolution ::: The Scale of the Explosion ::: The Impact on Society ::: The Educational Competition ::: Society’s Capital Investment ::: An Economic Analysis ::: Teachers and Teaching ::: How to Pay ::: Education For What? ::: Society’s Stake ::: The General versus the Special ::: Learning by Doing ::: The Educational Whole ::: The Social Responsibility of Education ::: “Up to Poverty" ::: The Frontier of Development ::: The Agents of Revolution ::: The Promise and the Danger ::: Is Economic Development Possible? ::: The “Take-off Crisis” ::: The Agriculture Problem ::: Distribution and Credit ::: “Social Overhead” Costs ::: The Problem of Attitudes ::: The Ultimate Resource ::: Building An Industrial Society ::: The Role of Money ::: Leadership by Example ::: The Problems We Face ::: Modern Government in Extremis ::: The End Of The Liberal State ::: The Definition of Modern Government ::: The Rise of the Liberal State ::: The Decline of the Liberal State ::: The New Pluralism ::: The New Metropolis ::: The Crisis of Government ::: Pluralism and the Common Interest ::: The Vanishing East ::: Success or Failure of the West? ::: The Failure of the East ::: Can the West and the New East Meet? ::: The Work to Be Done ::: Our Self-Delusion ::: The New Frontiers ::: The Human Situation Today ::: The Control of Power ::: Knowledge and Human Existence ::: Living in an Age of Overlap continue

books-about-drucker-collage-pict-t-600

Dense reading and Dense Listening

Thinking broad and Thinking detailed

Decisions ::: Topic work ::: Action plans ::: Communications

The Practice of Management (1954) Preface #mbr

Management books, though only few of them, had been written and published before The Practice of Management appeared in 1954.

I myself had published in 1946 my first management book, Concept of the Corporation (New York: John Day).

A few years earlier, in 1938, Chester I. Barnard’s The Functions of the Executive (Cambridge, Mass.: Harvard University Press) had appeared.

The papers on management Mary Parker Follett had written in the 1920s and early 1930s were collected and published under the title Dynamic Administration (New York: Harper & Brothers) in 1941.

Elton Mayo, the Australian-born Harvard professor, had published his two short books on work and worker: The Human Problems of an Industrial Civilization (New York: Macmillan) and The Social Problems of an Industrial Civilization (Cambridge, Mass.: Harvard University Press) in 1933 and 1945, respectively.

The English translation of Henry Fayol’s Industrial and General Administration —first published in Paris in 1916—had come out in 1930 (London, England: Pitman); and Frederick W. Taylor’s Scientific Management had come out even earlier, in 1911 (New York: Harper & Brothers), and had been reprinted many times since.

Every one of these books is still being read widely, and deserves to be read widely.

Every one was a major achievement.

Every one laid firm and lasting foundations; indeed, in their respective fields, none has yet been surpassed.

There are no better guides to what we now call organizational psychology and organizational development than Barnard and Mary Parker Follett.

When we talk of “quality circles” and “worker involvement,” we only echo what Elton Mayo wrote forty and fifty years ago.

Fayol’s language is outdated, but his insights into the work of management (not the tasks of management) and its organization are still fresh and original.

Little has been added in respect to top management, its functions and its policies to what I wrote in Concept of the Corporation .

And we find ourselves today going back to Taylor in order to understand the work of knowledge-workers and to learn how to make knowledge-work productive.

Still, The Practice of Management was the first true “management” book.

It was the first to look at management as a whole, the first that attempted to depict management as a distinct function, managing as specific work, and being a manager as a distinct responsibility.

All earlier books had dealt with one aspect of management and managing—with communications, for instance, as did Barnard’s Functions of the Executive , or with top management, organizational structure, and corporate policy, as did my Concept of the Corporation .

The Practice of Management talks of “managing a business,” “managing managers,” and “the management of worker and work”—the titles, respectively, of Parts One,Two, and Four.

It talks of “the structure of management” (Part Three) but also of “making decisions” (Chapter 28).

It talks of “the nature of management,” its role, its jobs, and the challenges managements face.

But it also talks of managers as people, of the individual men and women who perform managerial work and hold managerial positions: their qualifications, their development, their responsibilities, their values.

The Practice of Management has a chapter entitled “The Spirit of an Organization” (Chapter 13), in which can be found everything that is now discussed under the heading of “corporate culture.”

The Practice of Management was the first book to talk of “objectives,” to define “key result areas,” to outline how to set #objectives, and to describe how to use them to direct and steer a business and to measure its performance.

Indeed The Practice of Management probably invented the term “objectives” at least, it is not to be found in the earlier literature.

And The Practice of Management was the first book to discuss both managing the existing business and innovating the business of tomorrow.

Conditions for survival

Perhaps even more important—and certainly more novel—was the fact that The Practice of Management was a “first” also in that it saw the enterprise as a whole .

All earlier management books — and indeed most management books even now — only see one aspect.

Indeed, they usually see only the internal dimension : organization, policies, human relations within the organization, authority within it, and so on.

The Practice of Management portrays the enterprise three-dimensionally:

first, as a “business” that is an institution existing to produce economic results outside of it, in the market and for customers;

second, as a human and social “organization” which employs people, has to develop them, has to pay them, has to organize them for productivity, and therefore requires governance, embodies values and creates relationships of power and responsibility; and

third, as a “social institution” embedded in society and community and thus affected by the public interest.

The Practice of Management also discusses the “social responsibilities of business”—a term that was practically unknown at the time the book was published.

The Practice of Management thus created some thirty years ago what we now refer to as the “discipline” of management.

And this was neither accident nor good luck—it was the book’s mission and intent.

When I wrote The Practice of Management , I had ten years’ successful consulting practice under my belt.

My own starting point had been neither business nor management.

To be sure, I had, much earlier, worked for banks—one short year in Germany, three years in England.

But I had become a writer and journalist and taught government and political science.

Drucker’s life as a knowledge worker

I thus came to management almost by accident.

In 1942 I published a book, The Future of Industrial Man , in which I argued that a good many of the social tasks which community and family had performed in earlier societies had come to be discharged by organizations and especially by the business enterprise.

This book attracted the attention of a senior executive of the world’s largest manufacturing company, General Motors, who, in the late fall of 1943, invited me to make an in-depth study of his top management, its structure and its basic policies.

Out of this study grew Concept of the Corporation , finished in 1945 and published in 1946.

I found the work fascinating—but also frustrating.

There was practically nothing to help me prepare myself for it.

Worse, what few books on management and business enterprise existed were totally inadequate.

Landmarks of Tomorrow

They dealt with one aspect, and one aspect only, as if it existed in isolation.

They reminded me of a book on human anatomy that would discuss one joint in the body—the elbow, for instance—without even mentioning the arm, let alone the skeleton and musculature. #pta

Worse still, there were no studies at all on most aspects of management.

Yet what made management and the work of the manager so interesting, I thought, was precisely that there was always a true whole, a three-dimensional entity.

Managing, I soon learned, always had to take into account

the results and performance for the sake of which the business exists,

the internal organization of people engaged in a common task and

the outside social dimension —the dimension of social impacts and social responsibilities.

Yet nothing could be found on most of these topics, let alone on their relationship to one another.

Plenty of books existed at the time on the impact of government policy on business; indeed, courses on government regulation of business were then—and still are—highly popular.

But what about the impact of business on society and community?

There was ample material on corporate finance—but virtually nothing on business policy and so on.

I continued for some time as a consultant to General Motors after I had finished my study.

And then I gradually was called in to consult by some other large corporations—Sears, Roebuck, the Chesapeake & Ohio Railroad, General Electric. #mbr

Everywhere I found the same situation : a near-total absence of study, thought and knowledge regarding the job, function and challenges of management—nothing but fragments and specialized monographs.

And so I decided to sit down, first to map out that “dark continent,” management, then to define what pieces were missing and had to be forged and finally to put the whole together into one systematic, organized—yet short—book.

↑ finding and selecting the pieces of the puzzle #fastp

In my consulting assignments I was meeting large numbers of able younger people, people in middle- and upper-middle management positions or in their first major assignment, either as a manager or as an individual professional contributor.

These were the people who knew that they were managers —their predecessors, who had made their careers before World War II, were often barely conscious of that fact.

These younger achieving people knew that they needed systematic knowledge; needed concepts, principles, tools—and had none.

It was for them that I wrote the book.

Where do I begin to read Drucker?

And it was that generation which made the book an immediate success, that generation which converted being a manager from being a “rank” into work, function and responsibility.

And the book was an immediate success, not only in the United States but worldwide, in Europe, in Latin America and, especially, in Japan.

Indeed, the Japanese consider it the foundation of their economic success and industrial performance.

Some of my subsequent management books have taken one major theme of The Practice of Management and developed it at greater length—for instance, Managing for Results (1964), which was the first book on business strategy connect, and The Effective Executive (1966), which treats managing oneself as a manager and executive in an organization.

Management: Tasks, Responsibilities, Practices (1973) was written as a systematic handbook for the practicing executive but also as a systematic text for the student of management; it thus aims at being comprehensive and definitive, whereas The Practice of Management aims at being accessible and stimulating.

#ewtl

Managing in Turbulent Times (1980) further develops basic questions raised in The Practice of Management #question #ntea #lter

What is our business? (See what exists is getting old)

What could it be?

What should it be?

but also considers the question of how a business both innovates and maintains continuity in a time of change, thus turning change into opportunity.

These four volumes—all originally published by Harper & Row—have now come out as Harper paperbacks in the same format as this paperback edition of The Practice of Management .

But The Practice of Management has remained the one book which students of management, young people aspiring to become managers and mature managers still consider the foundation book.

“If you read only one book on management,” the chairman of one of the world’s largest banks tells his officers again and again, “read The Practice of Management .”

What explains this success is, I believe, the book’s balance between being comprehensive and being accessible and easy to read.

Each chapter is short, yet each presents the fundamentals in their entirety.

This is, of course, the result of the book’s origins; I wanted something that would give the managers I was working with in my client companies everything they would need to do their jobs and prepare themselves for top-management responsibilities; yet the material had to be accessible, had to be readable, had to fit the limited time and attention busy people could give to it.

It is this balance, I believe, that has made this book keep on selling and being read for thirty years despite the plethora of books on management that have been written and published since.

This balance, I believe, has made it the preferred book of the practitioner of management and of those who aspire to become managers, in public-service organizations as well as in businesses.

The Management Revolution #86 on memo

And I hope this paperback edition will serve the same function and make the same contribution to new generations of students, aspiring young management professionals, and seasoned practitioners for years to come.
table of contents

PETER F. DRUCKER

Claremont, California

Thanksgiving Day, 1985

10th-global-peter-drucker-forum

Where do I begin to read Drucker? #whtmal

Management and the World’s Work #pdf

↑ In less than 150 years, (circa 1988)
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. ↓

Post Capitalist Executive

#caf #pdbooks ↓ List of Drucker book contents

#fan “For almost nothing in our educational systems prepares people for the reality in which they will live, work, and become effective” — Peter Drucker in The New Realities

“Thinking is the most fundamental of all human skills.
The quality of our future will depend directly on the quality of our thinking.
Is it then not only astonishing but also absurd that thinking is not the core subject in all education
and the central subject on any school curriculum” — Edward de Bono

peter-drucker-timescape-pict-306wx279

Practice of Management — The Nature of Management ::: The Role of Management ::: The Jobs of Management ::: The Challenge to Management ::: Managing a Business ::: The Sears Story ::: What is a Business? ::: What is Our Business—and What Should it be? (See what exists is getting old) ::: The #Objectives of a Business ::: Today's Decisions for Tomorrow's Results ::: The Principles of Production ::: Managing Managers ::: The Ford Story ::: Management by #Objectives and Self-Control ::: Managers must manage ::: The spirit of an organization ::: Chief Executive and Board ::: Developing Managers ::: Structure of Management ::: What kind of Structure ::: Building the Structure ::: The Small, The large, the growing business ::: The Management of Worker and Work ::: The IBM Story ::: Employing the Whole Man ::: Is Personnel Management Bankrupt? ::: Human Organization For Peak Performance ::: Motivating To Peak Performance ::: The Economic Dimension ::: The Supervisor ::: The Professional Employee ::: What parts of this can be done by top management and what part by the manager in charge of the operation ::: What it Means to be a Manager ::: The Manger and His Work ::: Making Decisions #PDFs ::: The Manager of Tomorrow ::: Conclusion: The Responsibilities of Management continue

The Poverty of Economic Theory #pdf

… the real pattern of economic activity

larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two

The Forces Creating a New Geography of Opportunity?

The Management Revolution ↑ ::: Developing countries

Dismal Economics

by JAMES K. GALBRAITH

Jul 23, 2021

Although neoclassical economics relies on assumptions that should have been discarded long ago, it remains the mainstream orthodoxy.

Three recent books, and one older one, help to show why its staying power should be regarded as a scandal.

Mason Gaffney and Fred Harrison, The Corruption of Economics Shepheard-Walwyn Publishers Ltd., 2006 (first published 1994.

Stephen A. Marglin, Raising Keynes: A Twenty-First-Century General Theory, Harvard University Press, 2021.

Alessandro Roncaglia, The Age of Fragmentation: A History of Contemporary Economic Thought, Cambridge University Press, 2019.

Robert Skidelsky, What’s Wrong with Economics?: A Primer for the Perplexed, Yale University Press, 2020.

AUSTIN – Self-regarding economics departments at prestigious academic institutions no longer bother to teach the history of economic thought — a field that I studied at Yale University in 1977, forever compromising my academic career.

Why was the topic abandoned – and even shunned and mocked?

Students with a skeptical turn of mind would not be wrong to suspect that it was for scandalous reasons (as when, in past centuries, inconvenient aunts were locked away in garrets).

The four books reviewed here each uncover parts of the scandal.

Three are brand new, and the other, The Corruption of Economics, first appeared in 1994 and was re-issued in 2006.

Its principal author, the American economist Mason Gaffney, kept his remarkable pen flowing until passing away last summer at the age of 96.

ECONOMICS WITHOUT HISTORY

Robert Skidelsky is a historian, an epic biographer of John Maynard Keynes, and a prolific debater in the United Kingdom’s House of Lords.

He calls What’s Wrong with Economics? a “primer,” and it is indeed the most accessible of the four books.

Skidelsky’s education in the history of economics resembles my own: a wide reading of the classical authors – Adam Smith, David Ricardo, Karl Marx, and others – followed by those associated with the “neoclassical” or “marginalist” revolution of the 1870s.

Project Syndicate

Some Books by Peter Drucker ↓ #bbpfd #sda

Men, Ideas, and Politics — Preface ::: “Political (or social) ecology” ::: The aim is an understanding of the specific natural environment of man, his “policical ecology,” as a prerequisite to effective and responsible action, as an executive, as a policy-maker, as a teacher, and as a #citizen. ::: The New Markets And The New Entrepreneurs ::: The Unfashionable Kierkegaard ::: Notes On The New Politics ::: This Romantic Generation ::: Calhoun’s Pluralism ::: American Directions ::: The Secret Art Of Being An Effective President ::: Henry Ford ::: The American Genius Is Political ::: Japan Tries For A Second Miracle ::: What We Can Learn From Japanese Management ::: Keynes: Economics As A Magical System ::: The Economic Basis Of American Politics continue

Technology, Management, Society — Preface ::: Information, Communications and Understanding ::: What We Have Learned ::: Communication Is Perception ::: Communication Is Expectations ::: Communication Is Involvement ::: Communication and Information Are Different and Largely Opposite—Yet Interdependent ::: Management’s New Role ::: The Old Assumptions ::: Management is management of business, and business is unique and the exception in society ::: “Social responsibilities” of management ::: The primary task of management is to mobilize the energies of the business organization ::: It is the manual worker ::: Management is a “science” or at least a “discipline” ::: Management is the result of economic development ::: —And the New Realities ::: Every major task of developed society is being carried out ::: Because our society is rapidly becoming a society of organizations ::: Entrepreneurial innovation will be as important to management as the managerial function ::: A primary task of management in the developed countries in the decades ahead ::: There are management tools and techniques ::: Management creates economic and social development ::: Admittedly, these new assumptions oversimplify ::: Work and Tools ::: Work and Tools-1 ::: Work and Tools-2 ::: Work and Tools-3 ::: Work and Tools-4 ::: Technological Trends in the Twentieth Century ::: The Structure of Technological Work ::: The Methods of Technological Work ::: The Systems Approach ::: Technology and Society in the Twentieth Century ::: The Pretechnological Civilization of 1900 ::: Technology Remakes Social Institutions ::: Emancipation of Women ::: Changes in the Organization of Work ::: The Role of Education ::: Change in Warfare ::: A Worldwide Technological Civilization ::: Man Moves into a Man-made Environment ::: Modern Technology and the Human Horizon ::: Technology and Man ::: The Once and Future Manager ::: The Conglomerates Will Be the Stranded Giants of the Next Decade ::: Never Look at Any One Measure Alone in Any Business; Look at Multiple Measures ::: The First Yardstick by Which Management Is Judged Is, Do They Keep Us Busy? ::: The Facts and the Myth of Job Mobility in America Are Not Necessarily the Same ::: Small Business Has Done Much Better Than Any Other in the Last Twenty Years ::: The Main Impact of the Computer Has Been to Create Unlimited Jobs for Clerks ::: The Job Which Most Managers Were Brought Up to Spend Most Time on Will Disappear ::: Is the Traditional Organization Structure Going to Work Tomorrow as It Has till Now? ::: Managers Have to Accept That Industrial Relations Will Become Increasingly Bitter ::: The First Technological Revolution and Its Lessons ::: Long-Range Planning ::: Business #Objectives and Survival Needs ::: The Need for a Theory of Business Behavior ::: What Are the Survival Needs of Business Enterprise? ::: The Work to Be Done ::: An Operational View of the Budgeting Process ::: The Manager and the Moron ::: The Obsolescence of Experience ::: Enter the Knowledge Utility ::: A New Age of Information ::: Managing the Moron ::: Beyond the Numbers Barrier ::: The Technological Revolution: Notes on the Relationship of Technology, Science, and Culture ::: Can Management Ever Be a Science? continue

Technology, Management and Society Preface

There should be underlying unity to a collection of essays.

There should be a point of view, a central theme, an organ point around which the whole volume composes itself.

And there is, I believe, such fundamental unity to this volume of essays, even though they date from more than a dozen years ago and discuss a variety of topics.

One of the essays, “Work and Tools,” states: “Technology is not about tools, it deals with how Man works.”

This might be the device of this entire volume, if not, indeed, for my entire work over the years.

All the essays in this volume deal with one or the other aspect of what used to be called “the material civilization”: they all deal with man’s tools and his materials, with his institutions and organizations, and with the way he works and makes his living.

But throughout, work and materials, organizations and a living are seen as “extensions of man,” rather than as material artifacts and part of inanimate nature.

If I were to reflect on my own position over the years, I would say that, from the very beginning, I rejected the common nineteenth-century view which divided man’s society into “culture,” dealing with ideas and symbols, and “civilization,” dealing with artifacts and things.

“Civilization” to me has always been a part of man’s personality, and an area in which he expressed his basic ideals, his dreams, his aspirations, and his values.

Some of the essays in this volume are about technology and its history.

Some are about management and managers.

Some are about specific tools—the computer, for instance.

But all of them are about man at work; all are about man trying to make himself #effective.

An essay collection, however, should also have diversity.

It should break an author’s thought and work the way a prism breaks light.

Indeed, the truly enjoyable essay collection is full of surprises as the same author, dealing with very much the same areas, is suddenly revealed in new guises and suddenly reveals new facets of his subject.

The essays collected in this volume deal with only one of the major areas that have been of concern to me—the area of the “material civilization.”

But there is a good deal of variety in them.

Five of the twelve essays in this volume deal with technology, its history and its impact on man and his culture.

They range in time, however, from a look at the “first technological revolution,” seven thousand years ago, when the irrigation cities created what we still call “modern civilization,” to an attempt to evaluate the position of technology in our present century.

They all assume that history cannot be written, let alone make sense, unless it takes technology into account and is aware of the development, of man’s tools and his use of them through the ages.

This, needless to say, is not a position historians traditionally have held; there are only signs so far that they are beginning to realize that technology has been with us from the earliest date and has always been an intimate and integral part of man’s experience, man’s society, and man’s history.

At the same time, these essays all assume that the technologist, to use his tools constructively, has to know a good deal of history and has to see himself and his discipline in relationship to man and society — and that has been an even less popular position among technologists than the emphasis on technology has been among historians.

Four essays in this volume—the first two, the essay, “The Once and Future Manager,” and the essay on “Business Objectives and Survival Needs”—look upon the manager as the agent of today’s society and upon management as a central social function.

They assume that managers handle tools, assume that managers know their tools thoroughly and are willing to acquire new ones as needed.

But, above all, they ask the question, “What results do we expect from the manager; what results does his enterprise, whether a business or, a government agency, need from him?

What results, above all, do our society and the human beings that compose it have a right to expect from a manager and from management?”

The concern is with management as it affects the quality of life — that management can provide the quantities of life is taken as proven.

The remaining three essays (“Long-Range Planning,” “The Manager and the Moron,” and “Can Management Ever Be a Science?”) deal with basic approaches and techniques.

They are focused on management within the enterprise rather than on management as a social function.

But they stress constantly the purpose of management, which is not to be efficient but to be productive, for the human being, for economy, for society.

An essay collection, finally, should convey the personality of the author better than a book can.

This is why I enjoy reading essays.

It should bring out a man’s style, a man’s wit, and the texture of a man’s mind.

Whether this essay collection does this, I leave to the reader to judge.

But I do hope that these twelve essays of mine, written for different purposes and at different times over the last twelve years, will also help to establish the bond between author and writer, which, in the last analysis, is why a writer writes and a reader reads.

Managing for Results ::: Understanding the business ::: The business realities ::: There are three different dimensions to the economic task ::: The present business must be made effective. ::: The present business's potential must be identified and realized. ::: It must be made into a different business for a different future. ::: One unified strategy ::: Requires an understanding of the true realities ::: of the business as an economic system ::: of its capacity for economic performance and ::: of the relationship between available resources and possible results ::: The generalizations regarding results and resources ::: Results and resources exist outside the business. ::: Results are obtained by exploiting opportunities ::: Economic results are earned only by leadership ::: Any leadership position is transitory and likely to be short-lived. ::: The generalizations regarding efforts within the business and their cost. ::: Making the business fit the realities of today ::: Allocating efforts/cost to high revenue producing activities ::: #Concentration is the key to economic results. ::: Result area identification ::: Nothing succeeds like concentration on the right business. ::: The basic business #analysis ::: Identify & understand those areas in a business for which results can measured ::: Defining the product/service ::: 3 dimensions of business results ::: The burden of pushing through the step-by-step process of analysis ::: Revenues, resources, prospects ::: Relate result areas to the revenue contribution and share of cost burden ::: Question ::: What are the essential, few but fundamental #facts on which to base a diagnosis of a business and its result areas? ::: Concepts apply to … ::: Products/services ::: Customers, markets, end-uses ::: Distributive channels ::: The form of analysis examines the entire product range of a business ::: - "Revenue contribution" based on transaction cost ::: Allocation of key resources to each result area. ::: - "Key resources" committed to result areas : quality /purpose ::: Questions ::: What are the scarce & expensive resources being used for? ::: In what areas are they deployed? ::: Are they applied to opportunities or to problems? ::: And to the most promising opportunities? ::: Key resources … ::: Knowledge-people resources - trained people ::: Money/working capital ::: Quality of resources vs. total resources ::: Mobility of resources ::: Analysis format : people ::: Product ::: Revenue ::: Quantity & quality of key personnel support ::: Analysis format : money ::: Product identification ::: Revenue ::: Money allocation as a % of company totals ::: Leadership position and prospects of each result area. ::: - "Leadership"(outside) analysis & #growth prospects(future) ::: Leadership ::: Not a quantitative term. ::: Product must be ::: Best fitted for one or more of the genuine wants of market or customer. ::: Customer must be willing to pay for. ::: Preferring the product to its competitors ::: Market size, development, monopoly, & market position ::: Need to be the leader in the areas of the business ::: which are the mainstay of the business ::: produce the bulk of the sales ::: generate the bulk of the costs ::: absorb the most important & most valuable resources ::: Foundations of leadership position ::: Analysis format ::: Product … ::: Revenue ::: Leadership position & comments ::: Short-term prospects ::: Tentative diagnosis of result areas ::: Classify the result area ::: Factors involved in diagnosing the product ::: What to do with a result area diagnosed as… ::: Analysis format ::: Anticipate a change in the character of a product ::: Cost analysis ::: What matters about costs ::: Prerequisites for effective cost control p.69 ::: To be able to control cost need an analysis that: ::: Identifies the "cost centers" ::: Finds the important "cost points" in each major cost center ::: Looks at the entire business as one cost stream ::: Defines cost as what the customer pays rather than by entities ::: Classifies cost [points] according to their basic characteristics ::: Tied to market analysis before action ::: Format ::: Conclusions: ::: What to tackle? ::: Where to go to work? ::: What to aim at? ::: Market analysis ::: Introduction ::: How are we doing? Is answered by the analysis of the business. ::: How do we know whether we are doing the right things ::: What in other words is our business—and what should our business be ::: Business is a process which ::: The purpose of a business is to create a customer. ::: Need to find out what one gets paid for. ::: The disparity between what producers and customers see as related products ::: People inside a business can rarely be expected to recognize their own distinct knowledge ::: An appraisal of ::: Looking at one's own business from the outside. ::: The #marketing realities ::: These marketing realities lead to one conclusion ::: The market analysis ::: Market analysis is a good deal more than ordinary market research or customer research ::: Other books ::: Analytical questions ::: Analysis worksheets ::: Picture ::: Knowledge analysis ::: Knowledge ::: Need a leadership position and differentiation ::: What a business is able to do with excellence may be quite humdrum but this one does much better ::: May be purely technological ::: Examples—from an outsiders point of view ::: Uncovering one's specific business knowledge strengths ::: What have we done well? ::: What have we done poorly? ::: What explains our performance? ::: Ask good customers: what do we do for you that no one else does as well? ::: Need to learn to set goals and measure in terms of one's specific knowledge ::: Knowledge realities ::: A valid definition of the specific knowledge of a business is deceptively simple. ::: Takes practice to do a knowledge analysis well. ::: Knowledge is a perishable commodity. ::: Every knowledge becomes the wrong knowledge. ::: Need to concentration on doing a few things superbly well ::: Evaluations (diagnosis)—how good is our knowledge? ::: Do we have the right knowledge? ::: How effectively the right knowledge is being used? ::: The conclusions ::: - of the knowledge analysis ::: must be fed back into the marketing analysis to bring out market opportunities that might have been missed or underrated. ::: of the market analysis ::: are projected on the knowledge analysis ::: to bring out needs for new and changed knowledge. ::: Superimpose ::: Combining the various analysis ::: The analysis ::: Results, revenues, resources ::: Cost centers and cost structure ::: Marketing ::: Knowledge ::: Should be able to ::: Understand itself ::: Diagnose itself ::: Direct itself ::: Market analysis knowledge analysis: Needs for new or changed knowledge. ::: Knowledge analysis market analysis: Missed or underrated market opportunities. ::: Reexamine tentative diagnois in light of the market and knowledge analysis ::: Change of classification ::: Change of definition ::: Change in the way products/services, channels, markets/customers/end-uses fit together. ::: Substantial modification in … ::: Radical reclassification of costs and to change in the deployment ::: Examples of actions taken ::: What is lacking (3 gaps) ::: Need a major development ::: Lack of "adequate support" to exploit opportunities & success ::: Gap in knowledge needs & opportunities ::: The end result of the self-analysis ::: The business's contribution ::: Knowledge area excellences ::: Target result areas ::: Vehicles required to reach these targets ::: The leadership position required in each result area ::: Focus on opportunity ::: Building on strength ::: Ideal business concept ::: Maximizing opportunities ::: Maximizing resources ::: What these approaches have in common ::: The three together (what they do) ::: Procedure ::: Develop concept of ideal business ::: Design of the ideal business ::: IDEAL BUSINESS design controls itself ::: The "present" ::: Important thing is to get Major Results fast. ::: Project the ideal business design on the analysis of the existing business ::: Sort all the … into 3 categories ::: Push priorities ::: Rapid & purposeful abandonment ::: Also rans ::: What are the different things that ought to be done? ::: Identify replacements ::: Distinguishing between a replacement and a development ::: Should never present great technical difficulty. ::: Identify innovations ::: Examples ::: Innovation is ::: Questions: describing the need ::: What is lacking to make effective what is already possible? ::: What one small step would transform our economic results? ::: What small change would alter the capacity of the ::: Decide whether the results can be obtained ::: Maximizing resources/staffing for performance ::: Obstacles ::: Opportunity & resource ranking ::: List & rank opportunities ::: List & rank first-rate people & staff groups ::: The highest ranked opportunities is assigned all the high ranking ::: The next ranking opportunity comes next ::: Finding business potential ::: Restraints & limitations ::: Questions ::: The restraints of the business and industry ::: The vulnerabilities of the business and industry ::: The limitations of the business and industry ::: Examples ::: The essentials ::: Three major areas in which restraint should be looked for ::: The most promising area of potential is the built-in restraint of a business. ::: Imbalances—turning weaknesses into strengths ::: Chronic imbalance ::: Cost structure ::: The required action depends on the cause of the imbalance ::: Imbalances in support/policing activities or waste ::: Imbalances caused by productive efforts ::: Most important cases—Businesses that are the wrong size ::: Threats ::: Examples ::: Hidden opportunity in developments that seem to threaten a business or industry ::: What everybody in the business "knows" can never happen should be examined carefully. ::: What opportunities does this trend offer? ::: Conclusion ::: Making the future today ::: The future ::: We know only two things about the future: ::: The implications ::: On risk ::: The one thing that man can try ::: The future that has already happened ::: The clues/sources of change ::: Knowledge ::: Major cultural changes ::: Industry and marketing structures ::: Population ::: Other industries, countries, markets ::: Internal friction within the company. ::: A business or activity that has reached its #objectives. ::: Own assumptions ::: Looking for the future that has already happened ::: The power of this approach ::: Making the future happen (the power of an idea) ::: A different idea. ::: An entrepreneurial idea. ::: Source of the idea ::: By converting an existing theoretical proposition into and effective business. ::: By converting an existing idea into a business ::: Merely imitation of something that works in another country or industry ::: What's needed? ::: Willingness to ask ::: Willingness to look beyond products to ideas ::: Requires courage to commit resources to such an idea. ::: A touchstone of validity and practicality. ::: Operation validity ::: Economic validity ::: Personal commitment ::: Is this necessary? ::: A personal opportunity. ::: Performance program ::: Key decisions ::: Idea of the business ::: The requirements of validity ::: Sums up the answers to the questions: ::: It establishes #objectives ::: It sets goals & direction ::: It determines what ::: The specific excellence the business needs ::: What is our excellence? ::: Very different definitions of excellence can be equally valid. ::: Basis for the decisions on personnel: ::: Cannot be changed very often ::: The priorities ::: There have to be priority decisions or nothing will get done. ::: Priority decisions ::: Need to set posteriorities ::: Principles of maximizing opportunities & resources govern the priority decisions ::: The key decisions must be made systematically. ::: What ever a company's program, it must ::: Decide on the right opportunities and right risks ::: A business has to try to minimize risks. ::: No way to make sure that the right opportunities are chosen. ::: Opportunities ::: Risks need to be classified ::: Decide on scope & structure ::: Every business needs a core - an area where it leads ::: Must specialize. ::: Must diversify. ::: The balance between the two ::: Determines the scope ::: Largely determines the productivity of the company's resource. ::: The perfect balance can be easily upset. ::: Integration is often used as a means to diversify or concentrate. ::: Seek the right balance between … ::: specialization ::: diversification ::: integration ::: These are strategies of high impact & high risk. ::: Need a map of concentration, diversification, and integration ::: Decide between "building one's own" & "buying" to attain one's goals. ::: Main thrust of development comes from within - requires time. ::: Financial strategies & the tools of finance: ::: Sale of subsidiary business or product line ::: Acquisition or merger ::: Joint venture ::: Decide on organization structure ::: Appropriate to: ::: Its economic realities. ::: Its opportunities. ::: Its program for performance. ::: Structure has to highlight the results that are truly meaningful ::: As changes occur: ::: One job that always needs to be organized as a distinct ::: Implementing the program ::: Building economic performance into a business ::: Program must be converted into work for which someone is responsible. ::: The work plan ::: The foundations are the decisions on ::: Derive goals & targets ::: Assessment of the efforts required ::: Selection of the resources to be committed. ::: Work assignments ::: Performance becomes the job for which someone is responsible. ::: Deadline ::: Special attention needs to be paid to planning knowledge work. ::: Demands ::: Especially for research of any kind. ::: It is important in knowledge work ::: Not to do things that will not lead to major results ::: To abandon what is no longer productive ::: Concentrate the scarce resources where the results are. ::: Done by people of extraordinary ability ::: Program must be anchored in the practices of the business. ::: Proposals ::: All proposals should be directed toward company's program for performance. ::: All proposals should be presented together rather than piecemeal. ::: Each proposal should clearly spell out ::: Systematic review ::: The focus on economic performance must be built into the ::: Jobs of people ::: Spirit of the organization. ::: If a company is to obtain the needed contributions, it must reward those who make them. ::: Spirit of the organization made by the people it chooses for senior positions. ::: The crucial promotion ::: Grounds for promotion ::: Building business performance into a human organization ::: Conclusion ::: Every knowledge worker has to act the entrepreneur. ::: The task of top management ::: The executive's commitment ::: The first social responsibility of the manager today ::: The knowledge worker continue

The Age Of Discontinuity Introduction to The Transaction Edition ::: Preface to The 1983 Edition ::: Preface to The Original Edition ::: Part One: The Knowledge Technologies ::: 1. The End of Continuity ::: 2. The New Industries and Their Dynamics ::: 3. The New Entrepreneur ::: 4. The New Economic Policies ::: Part Two: From International To World Economy ::: 5. The Global Shopping Center ::: 6. Maxing The Poor Productive ::: 7. Beyond The "New Economics" ::: Part Three: A Society of Organizations ::: 8. The New Pluralism ::: 9. Toward a Theory of Organizations ::: 10. The Sickness of Government ::: 11. How Can The Individual Survive? ::: Part Four: The Knowledge Society ::: 12. The Knowledge Economy ::: 13. Work and Worker in The Knowledge Society ::: 14. Has Success Spoiled The Schools? ::: 15. The New Learning and The New Teaching ::: 16. The Politics of Knowledge ::: 17. Does Knowledge Have a Future? ::: Conclusion

Management: Tasks, Responsibilities, Practices — Preface - The Alternative to Tyranny ::: Introduction - From Management Boom to Management Performance ::: The Emergence of Management ::: The Management Boom and Its Lessons ::: The New Challenges ::: The Tasks ::: The Dimensions of Management #pdf ::: Performance ::: Business Performance ::: Managing a Business: The Sears Story ::: What Is a Business? ::: Business Purpose and Business Mission ::: The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons ::: Strategies, #Objectives, Priorities, and Work Assignments ::: Strategic Planning: The Entrepreneurial Skill ::: Performance in the Service Institution ::: The Multi - Institutional Society ::: Why Service Institutions Do Not Perform ::: The Exceptions and Their Lessons ::: Managing Service Institutions for Performance ::: Productive Work and Achieving Worker ::: The New Realities ::: What We Know (and Don’t Know) About Work, Working, and Worker ::: Making Work Productive: Work and Process ::: Making Work Productive: Controls and Tools ::: Worker and Working: Theories and Reality ::: Success Stories: Japan, Zeiss, IBM ::: The Responsible Worker ::: Employment, Incomes, and Benefits ::: “People Are Our Greatest Asset” ::: Social Impacts and Social Responsibilities ::: Management and the Quality of Life ::: Social Impacts and Social Problems ::: The Limits of Social Responsibility ::: Business and Government ::: Primum Non Nocere: ::: The Manager: Work, Jobs, Skills, and Organization ::: Why Managers? ::: The Manager’s Work and Jobs ::: What Makes a Manager? ::: The Manager and His Work ::: Design and Content of Managerial Jobs ::: Developing Management and Managers ::: Management by Objectives and Self-Control #pdf ::: From Middle Management to Knowledge Organization ::: The Spirit of Performance ::: Managerial Skills ::: The Effective Decision #PDFs ::: Managerial Communications ::: Controls, Control, and Management ::: The Manager and the Management Sciences ::: Managerial Organization ::: New Needs and New Approaches ::: The Building Blocks of Organization… ::: … And How They Join Together ::: Design Logics and Design Specifications ::: Work- and Task- Focused Design: Functional Structure and Team ::: Result - Focused Design: Federal and Simulated Decentralization ::: Relations - Focused Design: The Systems Structure ::: Organization Conclusions ::: Top Management: Tasks, Organization, Strategies ::: Georg Siemens and the Deutsche Bank ::: Top - Management Tasks and Organization ::: Top - Management Tasks ::: Top - Management Structure ::: Needed: An Effective Board ::: Strategies and Structures ::: On Being the Right Size ::: Managing the Small, the Fair - Sized, the Big Business ::: On Being the Wrong Size ::: The Pressures for Diversity ::: Building Unity Out of Diversity ::: Managing Diversity ::: The Multinational Corporation ::: Managing #Growth ::: The Innovative Organization ::: Conclusion: The Legitimacy of Management continue

Adventures of a Bystander 1978 Preface to the New Edition ::: Prologue: A Bystander Is Born ::: Report from Atlantis ::: Grandmother and the Twentieth century ::: Hemme and Genia ::: Miss Elsa and Miss Sophy ::: Freudian Myths and Freudian Realities ::: Count Traun-Trauneck and the Actress Maria Mueller ::: Young Man In An Old World ::: The Polanyis ::: The Man Who Invented Kissinger ::: The Monster and the Lamb ::: Noel Brailsford—The Last of the Dissenters ::: Ernest Freedberg's World ::: The Bankers and the Courtesan ::: The Indian Summer of Innocence ::: Henry Luce and Time-Life-Fortune ::: The Prophets: Buckminster Fuller and Marshall McLuhan ::: The Professional: Alfred Sloan ::: The Indian Summer of Innocence

Five Most Important Questions Contents: Five Most Important Questions ::: 2008 version ::: Foreword ::: About Peter F. Drucker ::: Why Self-Assessment? ::: We need management ::: The Five Most Important Questions ::: Planning Is Not An Event ::: Encourage Constructive Dissent ::: Creating Tomorrow's Society Of Citizens ::: Notes ::: The Five Questions ::: What Is Our Mission? ::: Peter F. Drucker ::: Missions Are About Changing Lives ::: It Should Fit On A T-Shirt ::: Make Principled Decisions ::: Keep Thinking It Through ::: Jim Collins ::: Who Is Our Customer? ::: Peter F. Drucker ::: Identify The Primary Customer ::: Identifying Supporting Customers ::: Know Your Customers ::: Philip Kotler ::: What Does The Customer Value? ::: Peter F. Drucker ::: Understand Your Assumptions ::: What Does The Primary Customer Value? ::: What Do Supporting Customers Value? ::: Listen To Your Customers ::: Jim Kouzes ::: What are our results? ::: Peter F. Drucker ::: Look At Short-Term Accomplishments And Long-Term Change ::: Qualitative And Quantitative Measures ::: Qualitative measures ::: Quantitative measures ::: Assess What Must Be Strengthened Or Abandoned ::: Leadership Is Accountable ::: Note ::: Judith Rodin ::: What Is Our Plan? ::: Peter F. Drucker ::: The self-assessment process leads to a plan ::: Goals Are Few, Overarching, And Approved By The Board ::: Objectives Are Measurable, Concrete, And The Responsibility Of Management ::: Five Elements Of Effective Plans ::: Abandonment ::: Concentration ::: Innovation ::: Risk taking ::: Analysis ::: Build Understanding And Ownership ::: Never Really Be Satisfied ::: Note ::: V Kasturi Rangan ::: Planning process overview ::: Strategy formulation ::: A Plan is the Action Agenda ::: Central Element Of An Effective Plan ::: A Strong Focus on Goals ::: Steadfast in Direction, Flexible in Execution ::: Ownership and Accountability Placed with Individuals ::: Monitoring That Leads to Better Strategy ::: Transformational Leadership ::: Eight milestones toward a relevant, viable, effective organization ::: 1. Scan the environment ::: 2. Revisit the mission ::: 3. Ban the hierarchy ::: 4. Challenge the gospel ::: 5. Employ the power of language ::: 6. Disperse leadership across the organization ::: 7. Lead from the front, don't push from the rear ::: 8. Assess performance ::: The road ahead ::: The Self-Assessment Process ::: About the Self-Assessment Tool ::: Three phases of self-assessment ::: Workbook purposes and action ::: How to use this book ::: Note ::: Suggested Questions To Explore ::: Question I: What Is Our Mission? ::: What are we trying to achieve? ::: What are the significant external or internal challenges, opportunities, and issues? ::: Does our mission need to be revisited? ::: Question 2: Who Is Our Customer? ::: Who are our customers? ::: Have our customers changed ::: Should we add or delete some customers? ::: Question 3: What Does The Customer Value? ::: What do our customers value? ::: Question 4: What Are Our Results? ::: How do we define results for our organization? ::: To what extent have we achieved these results? ::: How well are we using our resources? ::: Question 5: What Is Our Plan? ::: What have we learned, and what do we recommend? ::: Where should we focus our efforts? ::: What, if anything, should we do differently? ::: What is our plan to achieve results for the organization? ::: What is my plan to achieve results for my group or responsibility area? ::: Notes ::: Definitions Of Terms ::: Action steps ::: Appraisal ::: Budget ::: Customers ::: Customer value ::: Depth interviews ::: Goals ::: Mission ::: Objectives ::: Plan ::: Results ::: Vision ::: About The Contributors ::: Jim Coffins ::: Philip Kotler ::: Jim Kouzes ::: Judith Rodin ::: V. Kasturi Rangan ::: Frances Hesselbein ::: About the Leader to Leader Institute ::: Acknowledgements ::: Additional Resources ::: Structure of the five most important questions (see third image below for a view of the questioning "brainscape" leading up to conclusions.)

Revised Edition of Management: Tasks, Responsibilities, Practices — Chapter summaries #pdf ::: Contents ::: Peter Drucker’s Legacy by Jim Collins ::: Introduction to the Revised Edition of Management: Tasks, Responsibilities, Practices ::: Preface ::: 1 Introduction: Management and Managers Defined ::: 2 Management as a Social Function and Liberal Art ::: 3 The Dimensions of Management #pdf ::: Part I Management’s New Realities ::: 4 Knowledge Is All ::: 5 New Demographics ::: 6 The Future of the Corporation and the Way Ahead ::: 7 Management’s New Paradigm #mnp ::: Part II Business Performance ::: 8 The Theory of the Business #pdf ::: 9 The Purpose and #Objectives of a Business #pdf ::: 10 Making the Future Today ::: 11 Strategic Planning: The Entrepreneurial Skill ::: Part III Performance in Service Institutions ::: 12 Managing Service Institutions in the Society of Organizations ::: 13 What Successful and Performing Nonprofits Are Teaching Business ::: 14 The Accountable School ::: 15 Rethinking “Reinventing Government” ::: 16 Entrepreneurship in the Public-Service Institution ::: Part IV Productive Work and Achieving Worker ::: 17 Making Work Productive and the Worker Achieving ::: 18 Managing the Work and Worker in Manual Work ::: 19 Managing the Work and Worker in Knowledge Work ::: Part V Social Impacts and Social Responsibilities ::: 20 Social Impacts and Social Responsibilities ::: 21 The New Pluralism: How to Balance the Special Purpose of the Institution with the Common Good ::: Part VI The Manager’s Work and Jobs ::: 22 Why Managers? ::: 23 Design and Content of Managerial jobs ::: 24 Developing Management and Managers ::: 25 Management by Objectives and Self-Control #pdf ::: 26 From Middle Management to Information-Based Organizations ::: 27 The Spirit of Performance #pdf ::: Part VII Managerial Skills ::: 28 The Elements of Effective Decision Making ::: 29 How to Make People Decisions ::: 30 Managerial Communications ::: 31 Controls, Control, and Management #pdf ::: 32 The Manager and the Budget ::: 33 Information Tools and Concepts ::: Part VIII Innovation and Entrepreneurship ::: 34 The Entrepreneurial Business ::: 35 The New Venture ::: 36 Entrepreneurial Strategies ::: 37 Systematic Innovation Using Windows of Opportunity #woo ::: Part IX Managerial Organization ::: 38 Strategies and Structures ::: 39 Work- and Task-Focused Design ::: 40 Three Kinds of Teams ::: 41 Result- and Relation-Focused Design ::: 42 Alliances ::: 43 The CEO in the New Millennium ::: 44 The Impact of Pension Funds on Corporate Governance ::: Part X New Demands on the Individual ::: 45 Managing Oneself ::: 46 Managing the Boss (The boss list) ::: 47 Revitalizing Oneself—Seven Personal Experiences ::: 48 The Educated Person ::: Conclusion: The Manager of Tomorrow ::: Author’s Note ::: Bibliography ::: Drucker Annotated Bibliography ::: Index continue

Management Cases (Revised Edition) — Preface ::: Foreword: Rigor and Relevance by Warren G. Bennis ::: Part I Management’s New Realities ::: Yuhan-Kimberly’s New Paradigm: Respect for Human Dignity ::: Part II Business Performance ::: What Is OUR Business? (See what exists is getting old) ::: What Is a #Growth Company? ::: Success in the Small Multinational ::: Health Care as a Business ::: Part III Performance in Service Institutions ::: The University Art Museum: Defining Purpose and Mission ::: Rural Development Institute: Should It Tackle the Problem of the Landless Poor in India? ::: The Future of Mt. Hillyer College ::: The Water Museum ::: Should the Water Utility Operate a Museum? ::: Meeting the Growing Needs of the Social Sector ::: The Dilemma of Aliesha State College: Competence versus Need ::: What Are “Results” in the Hospital? ::: Cost Control in the Hospital ::: Part IV Productive Work and Achieving Worker ::: Work Simplification and the Marketing Executive ::: The Army Service Forces ::: How Does One Analyze and Organize Knowledge Work? ::: Can One Learn to Manage Subordinates? ::: How to Staff the Dead-end job? ::: The New Training Director in the Hospital ::: Are You One of “Us” or One of “Them”? ::: Midwest Metals and the Labor Union ::: Safety at Kajak Airbase ::: Part V Social Impacts and Social Responsibilities ::: Corporate Image to Brand Image: Yuhan-Kimberly ::: The Peerless Starch Company of Blair, Indiana ::: Part VI The Manager’s Work and Jobs ::: Alfred Sloan’s Management Style ::: Performance Development System at Lincoln Electric for Service and Knowledge Workers ::: Internal and External Goal Alignment at Texas Instruments ::: Can You Manage Your Boss? ::: Ross Abernathy and the Frontier National Bank ::: The Failed Promotion ::: Part VII Managerial Skills ::: Lyndon Johnson’s Decision ::: The New Export Manager ::: The Insane Junior High School Principal ::: The Structure of a Business Decision ::: The Corporate Control Panel ::: Part VIII Innovation and Entrepreneurship ::: Research Strategy and Business #Objectives ::: Who Is the Brightest Hamster in the Laboratory? ::: Andy Grove of Intel: Entrepreneur Turned Executive ::: The Chardack-Greatbatch Implantable Pacemaker ::: Part IX Managerial Organization ::: The Invincible Life Assurance Company ::: The Failed Acquisition ::: Banco Mercantil: Organization Structure ::: The Universal Electronics Company ::: Research Coordination in the Pharmaceutical Industry ::: The Aftermath of Tyranny ::: What Is the Contribution of Bigness? ::: Part X New Demands on the Individual ::: The Function of the Chief Executive ::: Drucker’s Ideas for School Reform ::: What Do You Want to Be Remembered For? continue

The Ecological Vision — Part One: American Experiences ::: Introduction to Part One ::: The American Genius is Political ::: Calhoun’s Pluralism ::: Henry Ford: The Last Populist ::: IBM’s Watson: Vision for Tomorrow ::: The Myth of American Uniformity ::: Part Two: Economics as a Social Dimension ::: Introduction to Part Two ::: The Economic Basis of American Politics ::: The Poverty of Economic Theory ::: The Delusion of Profits #profit ::: Schumpeter and Keynes ::: Keynes: Economics as a Magical System ::: Part Three: The Social Function of Management ::: Introduction to Part Three ::: Management’s Role ::: Management: The Problems of Success ::: Social Innovation: Management’s New Dimension ::: Part Four: Business as a Social Institution ::: Introduction to Part Four ::: Can There Be “Business Ethic”? ::: The New Productivity Challenge ::: The Emerging Theory of Manufacturing ::: The Hostile Takeover and Its Discontents ::: Part Five: Work, Tools, and Society ::: Introduction to Part Five ::: Work and Tools ::: Technology, Science, and Culture ::: India and Appropriate Technology ::: The First Technological Revolution and Its Lessions ::: Part Six: The Information-Based Society ::: Introduction to Part Six ::: Information, Communications, and Understanding ::: Information and the Future of the City ::: The Information-Base Organization ::: Part Seven: Japan as Society and Civilization ::: Introduction to Part Seven ::: A View of Japan through Japanese Art ::: Japan: The Problems of Success ::: Behind Japan’s Success ::: Misinterpreting Japan and the Japanese ::: How Westernized Are the Japanese? ::: Part Eight: Why Society is Not Enough ::: Introduction to Part Eight ::: The Unfashionable Kiekegaard ::: Afterword: Reflections of a Social Ecologist continue

A Functioning Society — This collection presents the full range of Drucker’s thought on community, society, and the political structure, and constitutes an ideal introduction to his work ::: Contents ::: Introduction: Community, Society, Polity Acknowledgments ::: Prologue: What is a Functioning Society? connect #pdf ::: Part 1: Foundations ::: Introduction to Part ::: 1. From Rousseau to Hitler ::: 2. The Conservative Counter Revolution of 1776 ::: 3. A Conservative Approach ::: Part 2: The Rise of Totalitarianism ::: Introduction to Part 2 ::: 4. The Return of Demons 4 ::: 5. The Failure of Marxism ::: Part 3: The Sickness of Government ::: Introduction to Part 3 ::: 6. From Nation-State to Megastate ::: 7. The Sickness-of Government ::: 8. No More Salvation by Society ::: Part 4: The New Pluralism ::: Introduction to Part 4 ::: 9. The New Pluralism ::: 10. Toward a Theory of Organizations ::: 11. The Society of Organizations ::: Part 5: The Corporation as a Social Institution ::: Introduction to Part 5 ::: 12. The Governance of Corporations ::: 13. The Corporation as a Social Institution ::: 14. The Corporation as a Political Institution ::: Part 6: The Knowledge Society ::: Introduction to Part 6 ::: 15. The New WorldView ::: 16. From Capitalism to Knowledge Society ::: 17. The Productivity of the Knowledge Worker ::: Part 7: The Next Society ::: Introduction to Part 7 ::: 19. The Next Society continue

Post-Capitalist SocietyThe transformation ::: We are living through a sharp transformation ::: Post-capitalist society and post-capitalist polity ::: The shift to the knowledge society ::: Employee society ::: Knowledge work and knowledge worker ::: The “society of organizations” ::: The end of one kind of history: the belief in salvation by society ::: Same forces are making capitalism obsolescent ::: The new society is already here ::: Outflanking the Nation-State ::: The Third World ::: The danger of a tremendous flood of Third World immigrants far beyond their economic, social, or cultural capacity to absorb ::: Society, Polity, Knowledge ::: Nowhere near the end of the turbulences, transformations, the sudden upsets ::: Nothing “post” is permanent or even long-lived ::: Society ::: From Capitalism to Knowledge Society ::: The new meaning of knowledge ::: The industrial revolution ::: The productivity revolution ::: The management revolution ::: From knowledge to knowledges ::: The Society of Organizations ::: The function of organizations ::: To make knowledge productive ::: The more specialized knowledges are, the more effective they will be ::: The characteristics of organizations ::: The organization of the post-capitalist society of organizations is a destabilizer ::: Its function is to put knowledge to work ::: It must be organized for constant change ::: It must be organized for innovation ::: It must be organized for systematic abandonment of … ::: The employee society ::: Labor, Capital, and Their Future ::: If knowledge is the resource of post-capitalist society, what then will be the future role and function of the two key resources of capitalist (and socialist) society, labor and capital? ::: Is labor still an asset? ::: How much labor is needed—and what kind? ::: Capitalism without capitalist ::: The Productivity of the New Work Forces ::: The new challenge facing post-capitalist society is the productivity of knowledge workers and service workers ::: To improve the productivity of knowledge work will require drastic changes ::: Knowledge and service workers account for 3/4 to 4/5 of the work force in all developed countries ::: Their productivity is the productivity of a developed economy ::: Their productivity is abysmally low. And may be going down ::: Improving productivity and the different types of work ::: Service work that is similar in nature to production work (making and moving things) ::: In all other work done by the new work forces ::: Restructuring organizations ::: Improving the productivity of knowledge and service workers will demand fundamental changes in the structure of organizations ::: Re-engineering the team so that work can flow properly will lead to the elimination of most “management layers” ::: Will raise tremendous problems of ::: The case for outsourcing ::: Averting a new class conflict ::: The Responsibility-Based Organizations ::: The society of organizations, the knowledge society demands a responsibility-based organization ::: Polity ::: From Nation-State to Megastate ::: The paradox of the nation-state ::: The dimensions of the Megastate ::: The nanny state ::: The Megastate as master of the economy ::: The fiscal state ::: The cold war state ::: The Japanese exceptions ::: Has the Megastate worked? ::: The pork-barrel state ::: The cold war state—the failure of success ::: Transnationalism, Regionalism, Tribalism ::: Money know no fatherland… ::: … nor does information ::: Transnational needs: the environment ::: Stamping out terrorism ::: Arms control ::: Regionalism: the new reality ::: The return of tribalism ::: The need for roots ::: The Needed Government Turnaround ::: The futility of military aid ::: What to abandon in economic theory ::: Concentrating on what does work ::: The half-successes: beyond the nanny state ::: Citizenship Through the Social Sector ::: Social needs with grow in two areas ::: The need to “outsource” ::: Patriotism is not enough ::: The need for community ::: The vanishing plant community ::: The volunteer as citizen ::: Knowledge ::: Knowledge: Its Economics and Its Productivity ::: The economics of knowledge ::: The productivity of knowledge ::: The productivity of money ::: The management requirement ::: Only connect … ::: The Accountable School ::: How the Japanese did it ::: The new performance demands ::: Learning to learn ::: The school in society ::: The schools as partners ::: The accountable school ::: The Educated Person ::: Knowledge ::: The shift to the knowledge society therefore puts the person in the center

Managing in a Time of Great Change ::: Preface ::: Interview: The Post-Capitalist Executive +++ $PDF ::: Part I. Management ::: The Theory of the Business ::: Planning for Uncertainty ::: The Five Deadly Business Sins ::: Managing the Family Business ::: Six Rules for Presidents ::: Managing in the Network Society ::: Part II. The Information-Based Organization ::: The New Society of Organizations ::: Transformations in Western history ::: Current transformation — only world history and world civilization ::: In this society, knowledge is the primary resource ::: The central tensions and issues ::: They will be resolved where they originate: the individual organization ::: Social and community stability vs. organization change (knowledge dynamics) ::: For managers, the dynamics of knowledge impose one clear imperative ::: Equally disruptive is another fact of organizational life ::: The issue of social responsibility is also inherent in the society of organizations ::: Organization has become an everyday term ::: All organizations now say routinely, “People are our greatest asset.” ::: Because the modern organization consists of knowledge specialists ::: The society of organizations is unprecedented in human history ::: There's Three Kinds of Teams ::: The Information Revolution in Retail ::: Be Data Literate; Know What to Know ::: We Need to Measure, Not Count ::: Part III. The Economy ::: Trade Lessons from the World Economy ::: The US. Economy's Power Shift ::: Where the New Markets Are ::: The Pacific Rim and the World Economy ::: China's #Growth Markets ::: The End of Japan, Inc.? ::: A Weak Dollar Strengthens Japan ::: The New Superpower.The Overseas Chinese ::: Part IV. The Society ::: A Century of Social Transformation ::: Introduction ::: The Social Structure and Its Transformations ::: The Rise and Fall of the Blue-Collar Worker ::: The Rise of the Knowledge Worker ::: II. The Emerging Knowledge Society ::: How Knowledges Work ::: The Employee Society ::: What Is an Employee? ::: The Social Sector ::: III. Knowledge Economy and Knowledge Polity ::: School and Education as Society’s Center ::: The Competitive Knowledge Economy ::: How Can Government Function? ::: Conclusion: The Priority Tasks—The Need for Social and Political Innovations ::: It Profits Us to Strengthen Non-profits ::: Knowledge Work and Gender Roles ::: Reinventing Government ::: Can the Democracies Win the Peace? ::: Conclusion > Interview: Managing in a Post-Capitalist Society ::: Acknowledgments continue

Drucker on Asia: A dialogue between Peter Drucker and Isao Nakauchi Preface ::: Part I Times of Challenge ::: 1 The challenges of China ::: 2 The challenges of a borderless world ::: 3 The challenges of the 'knowledge society' ::: 4 The challenges for entrepreneurship and innovation ::: 5 Appendix to Part I: Hanshin-Awaji Earthquake of 1995 ::: Part II Time to Reinvent ::: 6 Reinventing the individual ::: 7 Reinventing business ::: 8 Reinventing society ::: 9 Reinventing government

Innovation and Entrepreneurship ::: From Progress to Innovation #pdf ::: Contents ::: Preface ::: Introduction: The Entrepreneurial Economy ::: I ::: II ::: III ::: IV ::: V ::: The Practice Of Innovation ::: Systematic Entrepreneurship ::: I Who is an entrepreneur? ::: II Tradition economics vs. The Entrepreneur ::: III Should be low risk ::: Purposeful Innovation and the Seven Sources for Innovative Opportunity ::: Source: The Unexpected ::: The Unexpected Success ::: The Unexpected Failure ::: The Unexpected Outside Event ::: Source: Incongruities ::: Incongruous Economic Realities ::: The Incongruity Between Reality And The Assumptions About It ::: The Incongruity Between Perceived And Actual Customer Values And Expectations ::: Incongruity Within The Rhythm Or Logic Of A Process ::: Source: Process Need ::: Source: Industry and Market Structures ::: The Automobile Story ::: The Opportunity ::: When Industry Structure Changes ::: Source: Demographics ::: I ::: II ::: III ::: Source: Changes in Perception ::: “The Glass Is Half Full” ::: The Problem Of Timing ::: Source: New Knowledge ::: The Characteristics Of Knowledge-Based Innovation ::: Convergences ::: What Knowledge-Based Innovation Requires ::: The Unique Risks ::: The Shakeout ::: The Receptivity Gamble ::: The Bright Idea ::: Principles of Innovation ::: I—Brilliant ideas are not innovations ::: The Do’s ::: Purposeful, systematic innovation begins with the #analysis of the opportunities ::: Go out to look, to ask, to listen ::: An innovation, to be effective, has to be simple and it has to be focused ::: Effective innovations start small ::: A successful innovation aims at leadership ::: The Dont’s ::: Don’t try to be clever ::: Don’t diversify, don’t splinter, don’t try to do too many things at once ::: Don’t try to innovate for the future ::: Three Conditions ::: Innovation becomes hard, focused, purposeful work making very great demands on … ::: To succeed, innovators must build on their strengths ::: Innovation always has to be close to the market #horizons ::: The Conservative Innovator ::: The Practice Of Entrepreneurship ::: Entrepreneurial Management ::: The Entrepreneurial Business ::: I (Who innovates?) ::: Entrepreneurial Policies ::: A systematic policy of abandoning whatever is outworn, obsolete, no longer productive ::: Business X-Ray: a tool to find the right questions (#rq) ::: Kami: Gap and Need Analysis ::: An entrepreneurial plan with #objectives and deadlines ::: Summary ::: Entrepreneurial Practices ::: Focusing managerial vision on opportunity ::: What are you doing that explains your success? ::: Ideas from junior people ::: Measuring Innovative Performance ::: Each innovative project: Feedback from results to expectations ::: A systematic review of innovative efforts all together ::: Judging the company’s total innovative performance ::: Structures ::: The entrepreneurial, the new, has to be organized separately from the old and existing ::: Must have a top manager with the specific assignment to work on tomorrow as an entrepreneur and innovator ::: Keep away from it the burdens it cannot yet carry ::: Developing appropriate controls ::: A person or a component group should be held clearly accountable ::: Are all these policies and practices necessary? ::: Staffing ::: The Dont’s ::: The most important caveat is not to mix managerial units and entrepreneurial ones ::: Innovative efforts that take the existing business out of its own field are rarely successful ::: Acquire small entrepreneurial ventures ::: Entrepreneurship in the Service Institution ::: Obstacles to Innovation & some exceptions ::: There are three main reasons why the existing enterprise presents so much more of an obstacle ::: The public-service institution is based on a “budget” rather than being paid out of its results ::: A service institution is dependent on a multitude of constituents ::: Public-service institutions exist after all to “do good.” ::: These are serious obstacles to innovation ::: The most extreme example around these days may well be the labor union ::: The university, however, may not be too different from the labor union ::: There are enough exceptions, even old and big ones, can innovate ::: One Roman Catholic archdiocese in the United States ::: American Association for the Advancement of Science ::: A large hospital on the West Coast ::: Girl Scouts of the U.S. A. ::: Entrepreneurial Policies ::: The public-service institution needs a clear definition of its mission ::: The public-service institution needs a realistic statement of goals ::: Failure to achieve #objectives should be considered an indication that the objective is wrong … ::: Need to build into their policies and practices the constant search for innovative opportunity ::: One catholic archdiocese saw both as opportunities ::: American Association for the Advancement of Science ::: Girl Scouts ::: Even in government ::: The four rules outlined above constitute the specific policies and practices the PSI requires ::: Also needs to adopt those policies and practices that any existing organization requires ::: The Need To Innovate ::: The New Venture ::: The Need For Market Focus ::: Financial Foresight ::: Building A Top Management Team ::: “Where Can I Contribute?” ::: The Need For Outside Advice ::: Entrepreneurial Strategies ::: “Fustest with the Mostest” ::: Being “Fustest With The Mostest” ::: II ::: III ::: “Hit Them Where They Ain’t” ::: Creative Imitation ::: Entrepreneurial Judo ::: Ecological Niches ::: The Toll-Gate Strategy ::: The Specialty Skill ::: The Specialty Market ::: Changing Values and Characteristics ::: Creating Customer Utility ::: Pricing ::: The Customer’s Reality ::: Delivering Value To The Customer ::: Conclusion: The Entrepreneurial Society ::: I ::: What Will Not Work ::: The Social Innovations Needed ::: The New Tasks ::: The Individual In Entrepreneurial Society ::: Suggested Readings ::: Index continue

The New Realities The realities ::: “Next century” is already here ::: Are different ::: The toughest problems we face ::: Half-forgotten lessons of the past becoming relevant again ::: This book ::: Attempts to define … that will be realities for years to come ::: Focuses on what to do today ::: Attempts to set the agenda ::: Faulted for ::: Political realities ::: The divide ::: Organizing political principles ::: When the Russian Empire is gone ::: Now that arms are counterproductive ::: Government and political process ::: Government ::: Society and polity has become pluralist ::: The changed demands of political leadership ::: Economy, ecology, and economics ::: Transnational economy ::: Transnational ecology ::: Economic development ::: Economics ::: The new knowledge society ::: The post-business (knowledge) society ::: Two countercultures ::: The information-based organization ::: Management as social function and liberal art ::: The shifting knowledge base ::: Conclusion: New world view: From analysis to perception ::: The mechanical universe ::: A new age is born—A new basic civilization came into being ::: The social impacts of information ::: Organization form and function ::: From analysis to perception

Managing the Nonprofit Organization (Principles and practices) by Peter Drucker ::: Preface ::: NPOs are central to American society and are indeed its most distinguishing feature ::: America’s largest employer ::: 2–3% of GNP. Same as 40 years ago. ::: NPOs “product” is a changed human being ::: NPO ::: Cured patient ::: A child that learns ::: A young man or woman grown into a self-respecting adult ::: A changed human life altogether ::: Business supplies goods and services ::: Has discharged its task when ::: Government … ::: Has discharged its function when its policies are effective ::: Need management so they can concentrate on their mission ::: Work together on their… ::: mission ::: leadership ::: management ::: Need management because they do not have a conventional “bottom line” ::: Need to learn how to use management as their tool lest they be overwhelmed by it ::: There is a “management boom” ::: Little that is so far available to the NPO help them with their leadership and management has been specifically designed for them. Little of it pays any attention to the distinct characteristics of the NPO or to their specific central needs ::: Their mission ::: What are “results” in nonprofit work ::: Strategies required to market their services and obtain the money they need to do their job ::: Challenge of introducing innovation and change in institutions that depend on #volunteers and therefore cannot command ::: The specific human and organizational realities of NPO ::: The very different role that the board plays in the NPO ::: The need to attract volunteers, to develop them and to manage them for performances ::: Relationships with a diversity of constituencies ::: Fund-raising and fund development ::: The problem of individual burnout, which is so acute in NPOs precisely because the individual commitment to them tends to be so intense. ::: Need materials that are specifically developed out of their experience and focuses on their realities and concerns ::: Bob Buford of the Leadership Network ::: Get audio tapes. Leadership and Management in the Nonprofit Institutions (“The Nonprofit Drucker”). ::: NPOs — America’s resounding success in the last 40 years ::: In many ways it is the “#growth industry” of America ::: Health-care institutions ::: Community services ::: Fast growing pastoral churches ::: Hospital ::: Many other NPOs that have emerged as the center of effective social action in a rapidly changing and turbulent America ::: Has become America’s “Civil Society” ::: Face very big and different challenges ::: Convert donors into contributors ::: Need more money to do vital work ::: Giving is necessary above all so that the NPOs can discharge the one mission they all have in common ::: To satisfy the need of the American people for… ::: To make contributors out of donors means that the American people can see what they want to see—or should want to see—when each of us looks at himself or herself in the mirror in the morning: ::: Give community and common purpose ::: People no longer have exposure to community ::: NPOs are the American community ::: The mission comes first (and your role as a leader) ::: The commitment (of the NPO) (What we really believe in.) ::: Introduction ::: NPO exists to bring about change in individuals and in society ::: What missions work and what missions don’t work ::: How to define the mission ::: The ultimate test of the mission is right action ::: The first job of the leader is to think through and define the mission of the institution ::: Setting concrete action goals ::: Workable examples ::: Unworkable examples ::: Has to be operational, otherwise it’s just good intentions ::: Has to focus on what the institution really tries to do ::: Task of the NPO manager is to try to convert the organization’s mission statement into specifics. ::: Common mistake is to make the mission statement into a kind of hero sandwich of good intentions. ::: It has to be simple and clear ::: Have to think through ::: Constantly look at the state-of-the-art ::: Look at the opportunities in the community ::: Things that were of primary importance may become secondary or even totally irrelevant. ::: Watch this constantly ::: Three “musts” of a successful mission ::: Look at strength and performance ::: Look outside at the opportunities, the needs ::: What do we really believe in (committed to) ::: Summary ::: Leadership is a foul-weather job ::: Crisis leadership ::: Depend on a leader when there is a crisis. ::: The problems of success ::: Hard choices ::: Innovation ::: People who will do what the situation calls for (p15). This is effective crisis leadership. ::: How to pick a leader ::: Try to match the strengths of an individual with the needs of the institution ::: Look for integrity or character ::: Mediocrity in leadership shows up almost immediately. ::: Your personal leadership role ::: Have maybe a year to establish yourself ::: The role the leader takes has to fit ::: All of us play roles ::: To work the role the leader takes has to fit in three dimensions ::: Two things to build on ::: No such things as “leadership traits” or “leadership characteristics” ::: Never say “I.” Think “we” and say “we.” ::: You are visible. ::: To every leader there is a season ::: The balance decision ::: One of the key tasks is to balance long range and short range, the big picture and the pesky little details ::: There are always balancing problems in managing nonprofits. This is only one example ::: Balance between concentrating resources on one goal and enough diversification ::: Balance between being too cautious and being rash ::: Timing: expect result too soon or wait too long ::: Opportunity and risk #profit ::: The don’ts of leadership ::: Just announce decision and leave it to everyone else to understand ::: Be afraid of the strengths in your organization ::: Pick your successor alone ::: Hog the credit ::: Knock your subordinates ::: Keep your eye on the task, not on yourself ::: Setting new goals — interview with Frances Hesselbein (Girl Scouts) ::: The Daisy Scout program ::: Only 20% of the councils were enthusiastic about the new program. Another 10% were waiting in the wings ::: Summary #1 ::: Ready but not competent ::: Increase in number of volunteers ::: Deserved and required superior learning opportunities. ::: Summary #2 ::: Minority communities ::: Look at the population projections ::: Most thoughtful kind of planning and including those community leaders in that planning ::: Working on the target of opportunity ::: More than one customer ::: Girls ::: Volunteers ::: General conclusions ::: Carefully construct a marketing plan ::: Understand all the ways there are to reach people and use them ::: Need people in the marketing chain ::: Continuing evaluation ::: What the leader owes — interview with Max De Pree (Herman Miller, Inc. & Fuller Theological Seminary) ::: The leader is indebted to the organization ::: A volunteer nation ::: Owes certain assets ::: People development needs to be oriented primarily toward the person, and not primarily toward the organization. ::: When you take the risk of developing people, the odds are very good that the organization will get what it needs. ::: Building on what people are—not about changing them ::: Goal achievement vs. realization of our potential applies to organizations as well ::: A leader ::: Primarily future-oriented ::: First duty—Define reality ::: Have to deserve the person who works for us ::: They are committed to us by choice ::: Opportunity ::: Young people ::: Building a strong team of colleagues ::: Team held together by a common mission & common vision ::: Understand the task ::: Selecting people ::: Assign the work very clearly with a lot of interaction ::: Agree on what the process is going to be for getting the work done ::: Agree on timetables where those are appropriate ::: We agree on how we’re going to measure performance ::: The way we judge the quality of leadership by the tone of the body ::: Summary ::: Leader as the servant of the organization ::: Indebtness of the leader ::: Summary: The action implications ::: The mission ::: Comes first ::: If you lose sight of your mission, you begin to stumble and it shows very, very fast ::: Needs to be though through. Needs to be changed ::: The mission is always long-range. It needs short-range efforts and very often short-range results. ::: Leadership ::: First task is to make sure that everybody… ::: The leaders’s job ::: Leadership is doing ::: Leadership is also example ::: You are a leader ::: We are creating a society of citizens in the old sense of people who actively work, rather than just passively vote and pay taxes ::: Each is doing a responsible task ::: Tomorrow’s society of citizens. Everybody… ::: Mission and leadership ::: From mission to performance (effective strategies for marketing, innovation, and fund development) ::: Converting good intentions into results ::: Results (Until these things have happened the NPO has had no results; only good intentions) ::: The NPO is not merely delivering a service ::: It wants the end user to be not a user but a doer ::: It uses a service to bring about change in a human being ::: It creates … ::: It attempts to become a part of the recipient ::: NPOs need 4 things ::: Plan (part one) ::: Marketing (this section) ::: People (parts 4 & 5) ::: Money (this section) ::: Strategies that convert the plan into results ::: How do we get our service to the “customer,” that is to the community we exist to serve? ::: How do we market it? ::: How do we get the money we need to provide the service? ::: Marketing in a NPO is quite different from selling ::: More a matter of … ::: Have to know … ::: Selling an intangible ::: Basic strategy tasks ::: Design of the right marketing strategy ::: Fund development strategy ::: Winning strategies ::: Introduction ::: Good intentions don’t move mountains; bulldozers do ::: In the nonprofit management, the mission and the plan—if that’s all there is—are good intentions ::: Strategies are the bulldozers ::: About Strategies. They … ::: Brown University (a marketing strategy) ::: Excellent faculty ::: No distinction ::: Question: What do we have to do to become a leader despite the tough competition? ::: Two focuses (goals) ::: Had strategies for each of these goals ::: Has become the “in” university for bright kids in the East ::: This is almost a textbook case of a successful marketing strategy ::: Improving what we already do well ::: A clear strategy for improving ::: To work systematically on the productivity of the institution ::: Need a strategy for each of the factors of production ::: Need productivity goals—and ambitious ones ::: Constant improvement also includes … ::: Abandoning the things that no longer work ::: The innovation objective ::: Strategy development structure ::: Example: How does a pastor set a strategy? ::: Example: Public library ::: Steps in strategy development ::: Process of strategy development ::: The best example of a winning strategy: The Nature Conservancy ::: Strategy don’ts ::: How to innovate ::: Introduction ::: Refocus and change the organization when you are successful ::: Best rule for improvement strategies is to put your efforts into your successes. ::: Responsibility of top management ::: The search for changes ::: The requirements for successful innovation ::: The common mistakes (In doing anything new) ::: Defining the market — interview with Philip Kotler (Northwestern University) ::: Strategic Marketing for Nonprofit Institutions 4th edition by Philip Kotler ::: Many institutions confuse marketing with hard selling or advertising ::: Most important tasks in marketing ::: Advertising and selling are afterthoughts ::: Marketing is finding needs and filling them. It produces positive value for both parties ::: Marketing starts with customers, or consumers, or groups you want to serve well ::: Selling starts with a set of products you have, and want to push them out into any market you can find ::: But isn’t the need the NPO serve obvious? ::: Many organizations are very clear about the needs they would like to serve, but they often don’t understand these needs from the perspective of the customers. They make assumptions based on their own interpretation of the needs out there ::: Different marketing efforts ::: Money raising ::: Recruiting students ::: Attracting and holding first-rate faculty ::: The problem marketing has to solve ::: How do I get the response I want? ::: The answer marketing gives is that you formulate an offer to put out to the group from which you want a response ::: The process of getting the answer is called exchange thinking ::: Reciprocity and exchange underlie marketing thinking ::: Institutional differentiation ::: Competition Examples ::: How important is it? ::: How do you do it? ::: Marketing is now thought of as a process of segmenting, targeting, and positioning (STP marketing) ::: As opposed to LGD marketing—lunch, golf, and dinner, which has its place ::: Positioning raises the question ::: So most organizations engage in the search for their own uniqueness, what we might call a competitive advantage or advantages ::: First steps in marketing ::: Define its markets, its publics ::: Before you think through the message ::: Church example ::: Market orchestration ::: The mission may well be universal. And yet to be successful … ::: the institution has to ::: This applies to fund-raising ::: Careful identification of the appropriate sources of funds and the giving motives ::: Why does that donor give money? ::: To whom does the donor give money? ::: Consumer research is important in the process of trying to direct your efforts ::: The extent to which a NPO has to mold what they are, do what they can for the market (p 78) ::: Church example ::: “Boutiques” are very successful for NPO ::: Translate boutiques into niches ::: Route of niching versus mass production ::: Do you want to satisfy one type of audience deeply or do you want to satisfy a number of audiences more superficially? ::: Museum example ::: More and more niching ::: We need product differentiation in NPO as much as we need it in business ::: Why does the NPO have to be interested in marketing and have to be engaged in marketing? ::: Is it to be sure that it really fulfills the need? ::: Will it satisfy the customer? ::: Is it to know what it should focus its energies on? ::: What are the real reasons for doing marketing for a nonprofit institutions? ::: Who should really do the marketing job in the NPO? ::: CEO is the CMO ::: Yet the CEO can’t do the marketing ::: The work has to be delegated to someone who is skilled in handling marketing ::: How can we tell whether marketing is making a genuine contribution? ::: Marketing is supposed to build up “share of mind” and “share of heart” for the organization ::: The cost side ::: It is very hard to gauge the impact of marketing without setting #objectives ::: Hospital example ::: Haven’t really gone into marketing in the right order ::: Do some customer research to understand the market you want to serve and its needs ::: Develop segmentation and be aware of different groups that you’re going to be interacting with ::: Develop policies, practices, and programs that are targeted to satisfy those groups ::: Communicate these programs ::: Hospital who resist to the bitter end the kind of communication their market research shows them the public wants ::: How many of the people who come in to have hip replacement can walk after six months. Because not everybody does. If we (see page 83) ::: Adopting marketing ::: NPO with little or no marketing takes 5 to 10 years to really install effective marketing procedures and programs if they’re fully committed to installing them. Many organizations give up after 1–2 years, especially if the early results are so good that they think they are already there. ::: More than a department ::: Everyone in the organization pursuing one goal ::: Getting everyone to understand… ::: Marketing becomes effective when the organization … ::: is very clear about what it wants to accomplish ::: has motivated everyone in the organization to … ::: has taken the steps to implement this vision in a way which ::: Marketing is … ::: the work—and it is work—that brings the needs and wants and values of the customer into conformity with the product and values and behavior of the supplier, of the institution ::: a way to harmonize the needs and wants of the outside world with the purposes and the resources and the #objectives of the institution ::: Building the donor constituency — interview with Dudley Hafner (American Heart Association) ::: Fund development ::: Recognizing that your true potential for #growth and development is the donor, is someone you want to cultivate and bring along with your program ::: Not simply someone to collect this year’s contribution from ::: Reduces the cost of getting the money, when you have a donor base that is already sold ::: You’re going to help them increase their support to the organization ::: Tools used by the local organization ::: Acquaint donors with what you are as an organization ::: What you are trying to get accomplished ::: So they can identify with your goals ::: Need a very clear mission ::: Very clear goals that relate to our mission ::: Process ::: Development means ::: Development requires a long-term strategy (rather than putting together an annual campaign to go out and collect money.) ::: Donor segments ::: Materials / tools for creating constituency ::: Summary ::: Focus your message on what in marketing we would call the values of the potential customers ::: Very clear goals for a marketing campaign in which you market the American Heart Association to potential investors, to people willing to commit themselves, if only in the beginning to a token donation just to get rid of the collector ::: Door to door fund raising ::: Don’t go Sunday afternoon during pro football games ::: How much do you want so I can go back to my TV ::: Ability to answer questions I get ::: Leave material ::: Next year ::: That literature you left was very interesting ::: Last year you gave …; how about 2.5X (or a target goal based on ability) this year? 50% success rate ::: Appeal to the rational in the individual as well as the emotional part of the individual ::: In building local campaigns ::: Think of the person who does door-to-door ::: Opportunity to educate those potential donors about ::: Your greatest opportunity to create a long-term strategy ::: Competition for funds ::: Well ahead of inflation ::: Cannot afford to create a strategy that will cause one of them to do better at the expense of another NPO. ::: Figure out how to get new monies that have not been previously given ::: Have a long-term really positive impact on the good that the NPO are trying to do. ::: Most say “We want people who give to nobody but us” ::: Market research ::: Because we feel a commitment to the volunteers who go out as our ambassadors ::: We give them the best possible materials ::: Kind of knowledge about the market is relevant ::: Asking for a specific gift dramatically improves the return in our campaign ::: Level of income you should give so much ::: They are usually flattered ::: Once a donor has given a gift that falls into the suggested amount they should be cultivated (pay special attention): The long-term strategy of upgrading that gift ::: The long-term strategy of upgrading that gift ::: First target of opportunity ::: Increase the size of the gift you ask for each year form those people who have given the suggested amount. Gently nudges them to a higher level ::: Building the relationship ::: Market research tries to identify ::: Market segmentation ::: Market value expectations ::: Fund development ::: Go where the money is ::: Look upon fund development as an educational campaign ::: Justification for having a broad-based annual campaign ::: Larger givers, you have one strategy and one expectation ::: Smaller givers, another strategy and another expectation ::: Strategy definition ::: Strategy development for a segment ::: Information provided to fund-raisers ::: Emerging for the future (p 95) ::: #Critical factors ::: Volunterism ::: Applies to all NPOs (big & small, local) ::: Summary ::: The central importance of the clear mission ::: The importance of knowing your market, not just in generalities, but in fine detail ::: Enabling those volunteers of yours to do a decent job by giving them the tools that make it almost certain that they can succeed ::: Don’t appeal to the heart alone, and you don’t appeal to the head alone ::: Do you really need volunteers? p97 ::: Computer ::: TV ::: Telemarketing ::: Many organizations facing a crisis ::: When you lose your volunteer base, you lose your constituency, the course of strength and #growth in the organization ::: Technology as a way of helping the volunteers do a more effective job ::: Summary ::: Fund development is people development ::: Both for donors and volunteers ::: You are building … ::: That is the way … ::: It is based on ::: This applies to purely local and small organizations as well ::: Summary: The action implications ::: About strategy ::: Strategy converts mission and #objectives into performance ::: Strategy ends with selling efforts ::: Strategy begins with knowing the market ::: The whole point of strategy is not to look at recipients as people who receive bounty, to whom the nonprofit does good. ::: Three strategies ::: Needs a marketing strategy that integrates the customer and the mission ::: Needs strategies to improve all the time and to innovate ::: Needs a strategy to build its donor base ::: All three strategies begin with research and research and more research ::: Organized efforts to find out ::: The important person to research ::: Training your own people ::: Everyone in the hospital must be patient-conscious. ::: That’s a training job—not just preaching. ::: It isn’t attitude, its behavior ::: Behavior training. This is what you do ::: Train the volunteers (may be even more essential) ::: Need to organize itself to abandon ::: What no longer … ::: If not built in … ::: The question always before the nonprofit executive ::: What should our service do for the customer that is of importance to that customer? ::: Think through how the service should be ::: Nuts and bolts ::: Strategy ::: Begins with the mission ::: Leads to a work plan ::: End with the right tools ::: The last thing to say about strategy that it exploits an opportunity, ::: Strategy ::: Commits the nonprofit executive and the organization to action ::: Its essence is action ::: The tests of strategy are results ::: Begins with needs and ends with satisfaction ::: Managing for performance (how to define it; how to measure it) ::: What is the bottom line when there is no “bottom line”? ::: NPOs tend not to give priority to performance and results ::: Yet performance and results are far more… than in a business ::: important ::: difficult ::: In a business, there is a financial bottom line ::: Profit and loss are not enough by themselves to judge performance #profit ::: but at least they are something concrete ::: A NPO executive faces a risk-taking decision when you try to think through your performance ::: First think through the desired result ::: Then the means of measuring performance and results can be determined ::: How is performance for this institution to be defined? ::: Examples ::: Not enough to say we serve a need. Really good ones create a want. ::: As NPO executive begin to define the performance that makes the mission of their institution operational two common temptations have to be resisted ::: Planning for performance ::: Performance in the NPO must be planned ::: This starts with the mission ::: Then one asks: Who are our constituencies, and what are the results for each of them? ::: Integrating constituency goals into the institution’s mission is almost an architectural process, a structural process. ::: Moral vs. economic causes ::: Illustration ::: Thinking through what results will be demanded of the nonprofit institution can protect it from squandering resources because of confusion between moral and economic causes. ::: NPO — almost impossible to abandon anything ::: Have to distinguish between moral causes and economic causes ::: Have a duty toward its … to allocate its scarce resources for results rather than to squander them on being righteous. ::: NPO are human-change agents ::: Their results are therefore always a change in people—in their… ::: The NPO has to judge itself by its performance in creating ::: NPO need to set specific goals in terms of its service to people ::: NPO needs to constantly raise these goals—or its performance will go down ::: Don’t’s and Do’s — The basic rules (Disregarding them will damage and may even impair performance) ::: The Don’t’s ::: Seeing the institution as an end in itself ::: Feuding and bickering ::: Tolerate discourtesy ::: Do ::: Build the organization around information and communication instead of around hierarchy ::: Delegation ::: Standard setting, placement, appraisal ::: Standards ::: Placement ::: Appraisal ::: The outside focus ::: Force you people, and especially your executives, to be on the outside often enough to know what the institution exists for ::: Get out in the field and actually work there again and again ::: Try to simulate being a customer ::: Don’t let people stay forever in a staff position in the office ::: The effective decision #PDFs ::: Everything comes together in the decision ::: Make or break point of the organization ::: Either make decisions effectively or render themselves ineffective ::: On decisions ::: What is the decision really about? ::: The most important part of the effective decision ::: Very rarely is a decision about what it seems to be about. That’s usually a symptom ::: Examples ::: Opportunity and risk ::: Opportunity: If this works, what will it do for us? ::: Risk ::: The need for dissent ::: They should be controversial ::: Acclamation means that nobody has done the homework ::: What is right? Not who is right? ::: Each see a different reality ::: Instead of arguing what is right, assume that each faction has the right answer. But which question is each trying to answer? ::: Creates mutual respect ::: Honest disagreement ::: Any organization needs a nonconformist ::: Enables NPO to brush aside the unnecessary, the meaningless, the trivial conflict ::: Enable #concentration on the real issues ::: Conflict resolution ::: You use dissent and disagreement to resolve conflict ::: Ask the two most vocal opponents to sit down and work out a common approach ::: Defusing the argument ::: From decision to action ::: Causes for decisions that remain pious intentions ::: Follow up ::: Decisions will turn out to be wrong more often than right. At least they will have to be adjusted ::: How to make the schools accountable — interview with Albert Shanker (American Federation of Teachers) ::: A leader in the crusade to ::: improve performance in the classroom ::: make teachers and schools accountable for performance ::: build the school around the classroom teacher ::: Performance in the school ::: What kind of human being are we trying to produce? ::: Performance dimensions ::: Assess achievement ::: longer range ::: Learning ::: Not memorization & instant forgetting ::: Something that becomes part of you ::: Teaching ::: Should be done on an adult level ::: Public may have given up on many of our public institutions ::: The employees have ::: They are just doing … whether it works or not ::: Summary: the action implications ::: Performance is the ultimate test of any institution ::: Exists for the sake of performance in changing people and society ::: The temptation to downplay results ::: To say … is not enough ::: Wasting resources on non-results ::: Results ::: How well are you doing in terms of the resource you spent? ::: What return do you get? ::: Parable of the Talents in the New Testament: Our job is to invest the resources we have — people and money — where the results are manifold. And that’s quantitative term ::: Kinds of results ::: Defining results in such a way that one can ask ::: Results are always outside the organization, not inside ::: The right allocation of resources to the mission, to goals, to results ::: Start with the mission (That is exceedingly important) ::: What do you want to be remembered for as an organization—but also as an individual? ::: The mission transcends today, but guides today, informs today ::: From the mission, one goes to very concrete goals ::: Only when a nonprofits’s key performance areas are defined can it really set goals ::: In a nonprofit institution, where people want to serve a cause, you always have the challenge of getting people to perform so that they grow on their own terms. They are then accomplished and fulfilled, and that makes its way down to the performance of the organization. ::: Results are achieved by #concentration, not by splintering ::: The courage to say (strength concentration analysis) ::: Need alone does not justify our moving in. We must match our strength, our mission, our concentration, our values ::: Good intentions, good policies, good decisions must turn into effective actions ::: This is what we are here for ::: This is how we do it ::: This is the time span in which we do it ::: This is who is accountable ::: This is the work for which we are responsible ::: The ultimate question, people in NPO should ask again and again, and again (major feedbacks) ::: What should I hold myself accountable for by way of contribution and results? ::: What should this institution hold itself accountable for by way of contribution and results? ::: What should both this institution and I be remembered for? ::: People and relationships (your staff, your board, your volunteers, your community) ::: People decisions (hire, fire, place, promote, develop, teams, personal effectiveness) ::: Introduction ::: People decisions are the ultimate—perhaps the only—control of an organization ::: People determine the performance capacity of an organization ::: No organization can do better than the people it has ::: Can only hope to recruit and hold the common run of humanity (unless it is a very small organization—a string quartet) ::: Effective NPO executive must try to get more out of the people he or she has. ::: The yield from the human resource really determines the organizations performance ::: That’s decided by the basic people decisions ::: The quality of these human decisions largely determines whether … rather than just public relations and rhetoric ::: Rules for making good people decisions (Objective: To place people who perform in assignments that match their strengths) ::: See measuring “Management Performance” ::: Not judges of people ::: A diagnostic process ::: The selection process ::: 90 days later (A reminder) ::: How to develop people ::: Introduction ::: Developing people ::: Building the team ::: The more successful an organization becomes, the more it needs to build teams ::: Teams don’t develop themselves—they require systematic hard work. They require a team approach to management ::: Team Building Process ::: Personal effectiveness on the job ::: Once the right match is made between key activities and strengths. ::: Enable ::: As the organization grows ::: The tough decision ::: A competent staff wherever performance is needed ::: Repotting the bored executive ::: The succession decision (at the top) ::: Most #critical, hardest to undo ::: What not to do ::: Positive ways ::: The key relationships ::: NPOs have a multitude of constituencies and has to work out the relationship with each of them ::: The board ::: To be effective, a NPO needs a strong board, but a board that does the board’s work ::: Board duties ::: Board must ::: CEO ::: A nominating process is the best way to get people on the board. See p 158 ::: Membership on this board in not power, it is responsibility ::: Age limit ::: The badly split board ::: Two-way relationships ::: Only two way relationships work ::: Bringing out problems into the open ::: Relations with the community ::: NPOs serve one specific community interest ::: Have to maintain relations with ::: Not PR (but you need good PR). Requires the service organization live its mission ::: From volunteers to unpaid staff — interview with Father Leo Bartel (Social ministry of the Catholic Diocese) ::: From “helpers” to “colleagues” or “unpaid staff” ::: Now in leadership positions in the Church and in Church work ::: Formal training program ::: Quality control ::: The biggest difficulty in asking people to serve is that they are painfully aware of their lack of experience and lack of preparation ::: We must ::: Management and development of people ::: Inspiration. How to excite and motivate folks who are apathetic ::: Organization: Getting board and council members to do the sort of paperwork, the sort of planning work, they really must do in order to be effective in their roles on councils or boards? ::: Guiding principle you have in managing a heterogeneous group of volunteers, and a rapidly growing one? ::: The effective board — Interview with Dr. David Hubbard (Fuller Theological Seminary) ::: The functions of the board ::: A partnership between the board and the professional staff ::: Organization chart ::: Board’s role ::: Active board members ::: Time commitment ::: Creating the partnership ::: The way the mission of the institution is stated ::: Need people who are open to that mission ::: The investment of the CEO and the staff in servicing the trustees ::: Making the board effective and keeping it effective: A priority task ::: CEO’s two primary areas of service ::: Care for the vice-presidents ::: Care for the trustees ::: Balancing board involvement with the possibility of board meddling ::: Meddling ::: Playing games with the board ::: Don’t ::: Share the bad news first at 110 percent ::: Share the good news at 90 percent ::: No surprises ::: Getting the board to change its position ::: To adopt a change in an old, outmoded, but cherished policy ::: Work for a win situation ::: Try to help the trustees change their minds or to expand their vision without feeling that they are letting go of their cherished goals. ::: Avoiding the board splitting into factions (p 176) ::: Working with outside boards ::: Don’t try to be clever & outsmart them ::: What do we all have in common ::: Summary ::: It is to the benefit of an institution to have a strong board ::: Summary: The action implications ::: Complexity of relationships ::: Paid staff and “volunteers” ::: Donors ::: Board ::: People (volunteers, board, employed staff) need clear assignments for which they themselves take responsibility ::: Need to know what the institution expects of them ::: The responsibility for developing the work plan, the job description, and the assignment should always be on the people who do the work ::: Think through their contribution ::: Evolve by joint discussion ::: Must be information based ::: Structured around information ::: Learning organization? ::: Emphasis on managing people should always be on performance (They owe performance, and the executive owes them compassion.) ::: Must also be compassionate (People work for nonprofits because they believe in the cause) ::: Learning and teaching responsibilities ::: Learning (CEO only?) ::: Aspirations, opportunities, threats, good & bad performance, improvements (for executives) ::: How I help or hamper you? (for executives) ::: May need clear information about the results of your organization’s work ::: Take responsibility for making it easy for people to… ::: Do their work ::: Have results ::: Enjoy their work ::: Make sure that people get results. ::: Developing yourself (as a person, as an executive, as a leader) ::: You are responsible ::: First priority for the NPO executive is to strive for excellence ::: Brings satisfaction & self-respect ::: Workmanship counts ::: Without craftsmanship there is neither ::: Be remembered for being a first-rate … (occupation) ::: Avoid the temptation to just get by and hope nobody notices ::: Self-development ::: Deeply meshed in with… ::: Pay serious attention to self-development — your own and that of everyone in the organization (is not a luxury for NPO executive) ::: Well-run, results-oriented organization ::: The key to building an organization with such a spirit is organizing work so everyone feels essential to a goal they believe in ::: Goal is that everyone work at the equivalent level of a minister in the church ::: The letter ::: To make a difference ::: The person with the most responsibility for an individual’s development is the person himself. ::: Encourage everyone to ask themselves: ::: Creating a record of performance ::: Review what you have done once or twice a year ::: PFD’s review. Focusing on where he can make a difference ::: Making Personal Vision productive ::: Self-development summary ::: Setting an example ::: A constant relationship between the performance and achievement of the leaders, the record setters, and the rest ::: Executives lead by example ::: What do you want to be remembered for? ::: To develop yourself, you have to be doing the right work in the right kind of organization. ::: Where do I belong as a person? Where right becomes wrong ::: “Repotting” yourself ::: Sometimes a change—a big change or a small change—is essential in order to stimulate yourself again. ::: 10–12 years with one organization is enough for many volunteers ::: The switch ::: When you begin to fall into a pleasant routine, its time to force yourself to do something different. ::: “Burnout” often is just boredom ::: Perhaps all that is needed is a small shift ::: The excitement is not the job—it is the result ::: To build learning into your work, and keep it there, build in organized feedback from results to expectations. ::: Summary to this point. It’s up to you to: ::: Manage your job and your career. ::: Doing the right things well ::: Effectiveness ::: Self-renewal ::: Work on your own self-renewal ::: Create the excitement, the challenge, the transformation that makes an old job enriching over and over again ::: Three most common forcing tools for sustaining the process of self-renewal ::: Focus efforts to have the greatest ability for self-renewal. ::: What do you want to be remembered for? ::: Early exposure to the question will make all the difference, although you aren’t likely to really understand that until you are in your forties ::: At age 25, some began trying to answer it, foolishly ::: If you still can’t answer it by the time you’re fifty, you will have wasted your life ::: Keep asking the question over and over ::: Pushes you to see yourself as a different person—the person you can become ::: Nonprofits: the second career — interview with Robert Buford (Leadership network & PFD Foundation for Nonprofit Management) ::: Learning required to make the transition from business to NPO ::: Reallocate sense of identity ::: Same values. But major change in proportions and behavior ::: Real sense of clarity about mission and goals and about what comes first ::: Do same things but to a different purpose and to a different drummer ::: Need self-knowledge ::: Experiences that helped you either to do the right things or avoid doing the wrong ones? ::: An outside interest ::: Avoid becoming a victim of own organization ::: Self-development ::: Stay in touch with your constituency ::: The woman executive in the nonprofit institution — interview with Roxanne Spitzer-Lehmann (St. Joseph Health System) ::: Keeping track of progress ::: List major undertakings that I have to do ::: List things that are in process ::: Differences between NPO & business ::: Bottom line oriented ::: Self-development ::: Developing others ::: Summary: The action implications ::: Joshua Abrams ::: Start all over again ::: I don’t learn anything anymore ::: I’ve done all I can do ::: I’m still young enough so that I understand … and old enough to have experience with most of the things they are going through. ::: I’m no longer young enough… ::: Decide then act two years later ::: You are responsible for allocating your life. Nobody else will do it for you ::: Self development means two things & two quite different tasks: Developing the person. Developing the skill, competence, and ability to contribute. ::: What will you do tomorrow as a result of reading this book? And what will you stop doing? continue

The Definitive Drucker — Endorsements ::: Title and copyright info ::: Contents ::: Foreword by A.G. Lafley Chairman, President, and CEO P&G ::: Introduction ::: A call from Peter Drucker ::: An already full schedule ::: Twenty-first century realities ::: The shaping and creation of this book ::: Peter Drucker’ liberating impact ::: Drucker Ideas ::: Book contents ::: Drucker’s declarations ::: Drucker Philosopy ::: Efficiency vs. Effectiveness ::: On Money ::: On Management ::: On Knowledge ::: On the Individual ::: Doing Business in the Lego World (#wgobcd) ::: The Silent Revolution ::: Embracing The Future ::: The Primacy Of Knowledge ::: The Lego World ::: A New Solution Space ::: Implications For Managers ::: Conclusion ::: The Customer: Joined at the Hip ::: Medtronic ::: Connecting With Your Customer: Four Drucker Questions ::: Who Should Be Considered A Customer? ::: Ideas In Action: Shadow Customers ::: Customer Versus Competitor? ::: Who Is Not Your Customer? ::: Which Of Your Current Noncustomers Should You Be Doing Business With? ::: What Does Your Customer Consider Value? ::: Does Your Customer’s Perception Of Value Align With Your Own? ::: How Do Connectivity And Relationships Influence Value? ::: Which Customer Wants Remain Unsatisfied? ::: What Are Your Results With Customers? ::: How Are Outsiders Measuring And Sharing Results And Information About Your Products And Services? ::: Are You Fully Leveraging The Information Your Results Provide? ::: Are You Honest And Socially Responsible In Presenting Your Results? ::: Does Your Customer Strategy And Your Business Strategy Work Together? ::: Procter & Gamble ::: The Grandfather Of Marketing ::: Conclusion ::: Innovation and Abandonment ::: Creating Your Tomorrow: Four Drucker Questions ::: What Do You Have To Abandon To Create Room For Innovation? ::: If You Weren’t In This Business Today, Would You Invest The Resources To Enter It? ::: What Unconscious Assumptions Limit Your Innovative Thinking? ::: Are Your Highest-Achieving People Assigned To Innovative Opportunities? ::: Do You Systematically Seek Opportunities ::: Do You Look For Opportunities As If Your Survival Depended On It? ::: Are You Looking At The Seven Key Sources Of Opportunities? ::: The Unexpected ::: Industry Disparities across Time or Geography ::: Incongruities ::: Process Vulnerabilities ::: Demographic Changes ::: Perception and Priority Changes That Shift Buying Habits ::: New Knowledge ::: Do You Use A Disciplined Process For Converting Ideas Into Practical Solutions? ::: Do You #Brainstorm Effectively? ::: Do You Match Up Ideas With The Opportunity? ::: Do You Test And Refine Ideas Based On The Market Response? ::: Do You Deliver The Results? ::: Does Your Innovation Strategy Work With Your Business Strategy? ::: What Is Your Company’s Target Role In Defining New Markets? ::: Do Your Opportunities Fit With Your Business Strategy? ::: Are You Allocating Resources Where You Want To Be Making Bets? ::: How Innovation Enables Ge’s Longevity And Valuation ::: Making Innovation Everyone’s Business ::: In Contrast To Ge: Siemens Ag ::: Different Cultures ::: Differing Results ::: Conclusion ::: Collaboration and Orchestration ::: The Power Of Collaboration ::: Collaboration And Orchestration: Three Drucker Questions ::: What Are The Goals Of Your Collaboration? ::: How Should The Collaboration Be Structured? ::: How Can You Orchestrate Your Collaboration to... ::: Create A Living Business Plan ::: Structure Communications For Agile Decision Making ::: Track Progress As Measured By Expected Results ::: In one of our conversations, Bill Pollard ::: Conclusion ::: People and Knowledge ::: Alcoa And People ::: Investing In People And Knowledge: Five Drucker Questions ::: What Is The Task? ::: What Knowledge And Working Style Will Help An Individual Win? ::: Drucker listed five rules for making hiring decisions: ::: Are You Accessing The Full Diversity Of The Population? ::: Is There A Clear Mission And Direction That Builds Commitment? ::: Are People Given Autonomy And Support? ::: Are You Playing To People’s Strengths Rather Than Managing Around Their Problems? ::: Do You Systematically Match Strengths With Opportunities? ::: Do Your Structure And Processes Maximize The Knowledge Worker’s Contribution And Productivity? ::: Do You Systematically Develop Employees? ::: Using Talent Management To Accelerate Strategic Change ::: Background ::: A Changing World ::: Is Knowledge Built Into Your Customer Connection? ::: Is Knowledge Built Into Your Innovation Process? ::: Is Knowledge Built Into Your Collaborations? ::: Is Knowledge Built Into Your People And Knowledge Management? ::: How People Make The Difference At Edward Jones ::: Google’s 10 Golden Rules For Knowledge Workers ::: Conclusion ::: Decision Making: The Chassis That Holds the Whole Together #PDFs ::: Decision Making: The Right Risks ::: Decision Making: Four Drucker Questions ::: Is Action Required? ::: Who Should Make The Decision? ::: What’s The Real Issue? ::: What Specifications Must The Solution Meet? ::: Have You Fully Considered All The Alternative Solutions? ::: Have You Gained Commitment And Capacity Of The Implementers? ::: Do You Have Mechanisms That Provide Tracking And Feedback? ::: The Decision Process ::: How Toyota Gets Its Edge ::: The Origins Of The Toyota Way ::: How Toyota Makes Decisions ::: Do the Homework First ::: Look at All Solutions, Build Consensus among Stakeholders, and Set Sights High ::: Implement Rapidly ::: Decision Making By Alfred Sloan ::: Conclusion ::: The Twenty-First-Century CEO ::: Field Of Vision ::: On my first meeting with Frances Hesselbein ::: The CEO Brand ::: When Frank Weise became the CEO of Cott Beverage ::: Influence On People--Collectively And Individually ::: Each Of Us As CEO ::: Endnotes ::: Books By Peter F. Drucker ::: Acknowledgments continue

And that brought us to management, or what he called “ knowledge-based management.”

He spent the better part of the next two hours defining and pulling this idea apart: the importance of accessing, interpreting, connecting, and translating knowledge.

He spoke about how critical it is to find and manage knowledge in new places like pharmaceutical companies as they move beyond chemistry to nanotechnology and software.

How would this search and application
be choreographed?

Knowledge-based management is also critical to old multinationals like GE as they begin to build infrastructure for the developing countries, with the caveat that they first need to fully understand those countries.

See Anthony Bourdain: Parts Unknown

Essentially, GE has to access information about the developing world and its infrastructure, interpret this information, and connect it with the rest of GE.

The educated person

Drucker commented that #information will be infinite; the only limiting factor will be our ability to process and interpret that information.

That is what he meant when he emphasized the importance of the productivity of the knowledge worker.

Peter had a way of looking at something and teasing out both the positive and the negative.

“On the one hand, it’s important to specialize,” he said.

“On the other hand, it’s dangerous to overspecialize and be isolated.”

The ability to access specializations while cutting across them — that’s what I’d seen at the headquarters of the Myelin Repair Foundation only a few hundred miles away.

Finally, Peter was answering my questions — finding a way to specialize enough, but not too much, and without isolation.

“That,” he said, “is what should keep managers up at night.” continue

Management’s New Paradigm #mnp

The Effective Executive — GETTING THE RIGHT THINGS DONE ::: Preface ::: Introduction: What Makes An Effective Executive? ::: Get The Knowledge You Need ::: Write An Action Plan ::: Act ::: Take responsibility for decisions ::: Take responsibility for communicating ::: Focus on opportunities ::: Make meetings productive ::: Think And Say “We” ::: Rule: Listen first, speak last. ::: Effectiveness can be learned and must be earned ::: 1. Effectiveness Can Be Learned ::: #71 Why We Need Effective Executives ::: Who Is An Executive? ::: Executive Realities ::: The Promise Of Effectiveness ::: But Can Effectiveness Be Learned? ::: 2. Know Thy Time ::: The Time Demands On The Executive ::: Time-Diagnosis ::: Pruning The Time-Wasters ::: Consolidating “Discretionary Time” ::: 3. What Can I Contribute? ::: The Executive’s Own Commitment ::: How To Make The Specialist Effective ::: The Right Human Relations ::: The Effective Meeting ::: 4. Making Strength Productive ::: Staffing From Strength ::: How Do I Manage My Boss? ::: Making Yourself Effective ::: 5. First Things First ::: Sloughing Off Yesterday ::: Priorities And Posteriorities ::: 6. The Elements of Decision-making #PDFs ::: Two Case Studies In Decision-Making ::: The Elements Of The Decision Process ::: 7. Effective Decisions ::: Decision-Making And The Computer ::: Conclusion: Effectiveness Must Be Learned ::: Index continue

The Effective Executive in Action — Contents ::: Foreword ::: Introduction: How to Use The Effective Executive in Action ::: 1 Effectiveness Can Be Learned ::: Introduction ::: Getting the Right Things Done ::: The Authority of Knowledge ::: Executive Realities ::: The Effective Personality ::: 2 Know Thy Time ::: Introduction ::: Time: The Limiting Factor to Accomplishment ::: Time Management: The Three Steps ::: Recording Time ::: Activities Involved in Managing Time ::: Eliminate Time-Wasters ::: Delegate Activities ::: Wasting Time of Other People ::: Prune Activities Resulting from Poor Management ::: Overstaffing ::: Malorganization ::: Malfunction in Information ::: Create and Consolidate Blocks of Discretionary Time ::: Effective Use of Discretionary Time ::: 3 Focus on Contribution ::: Introduction ::: Focus on Contribution: Results, Values, and Developing People ::: Focus on Results ::: Contribution of Knowledge Workers ::: Three Key Performance Areas ::: Direct Results ::: For What Does the Organization Stand? ::: Executive Succession ::: Focus on Contribution and People Development ::: Challenges and Contribution ::: Executive Failure ::: Communicating Knowledge ::: Good Human Relations ::: Communications ::: Teamwork ::: Individual Self-Development ::: Develop Others ::: Make Meetings Productive ::: Effective Meetings ::: 4 Making Strength Productive ::: Introduction ::: Purpose of the Organization ::: Staff from Strength ::: Weaknesses in People ::: Look for Outstanding Strength ::: Make Each Job Demanding and Big ::: Make Weaknesses Irrelevant ::: Jobs Structured to Fit Personalities ::: Decision Steps for Effective Staffing Decisions ::: Think Through the Assignment ::: Consider Several Qualified People ::: Study the Performance Records of Candidates ::: Discuss Candidates with Former Colleagues ::: Appointee Should Understand the Assignment ::: Five Ground Rules for Effective Staffing Decisions ::: Responsibility for Failed Placements ::: Responsibility for Removing Non-Performers ::: Right People Decisions for Every Position ::: A Second Chance ::: Place Newcomers in Established Positions ::: Appraise Based on Strengths ::: Character and Integrity ::: How Do I Manage My Boss? ::: A Boss List ::: Input from Bosses ::: Help Bosses Perform ::: Build on Bosses' Strengths ::: Keep Bosses Informed ::: No Surprises ::: Common Mistakes in Managing the Boss ::: Managing Oneself ::: Steps for Managing Oneself ::: Identify Your Strengths ::: Recognize Your Work Style ::: Determine How to Best Make Your Contribution ::: Take Responsibility for Work Relationships ::: Develop Opportunities for the Second Half of Your Life ::: 5 First Things First ::: Introduction ::: #Concentration ::: Abandonment ::: Where Abandonment Is Always Right ::: An Abandonment Process ::: Concentrate on a Few Tasks ::: Priorities and Posteriorities ::: Postponing the Work of Top Management ::: Deciding on Posteriorities ::: Rules for Priority Setting ::: 6 Effective Decisions ::: Introduction ::: Decision Making ::: Is a Decision Really Necessary? ::: Elements of Effective Decision Making ::: Classifying the Problem ::: Defining the Problem ::: Specifications of a Decision ::: Deciding on What Is Right ::: The Right Compromise ::: Building Action into the Decision ::: Testing the Decision Against Actual Results ::: The Effective Decision ::: Start with Untested Hypotheses ::: Opinions Rather Than Facts ::: Develop Disagreement ::: The Decision ::: Conclusion: Effectiveness Must Be Learned ::: Best Hope to Make Society Productive ::: Authors' Note continue

Managing Oneself — History’s great achievers ::: Learning to manage oneself ::: What Are My Strengths? ::: Feedback analysis ::: Action implications ::: How Do I Perform? ::: Am I a reader or a listener? ::: How do I learn? ::: Alone or with others—in what relationship? ::: Decision maker or advisor ::: What kind of work environment? ::: Conclusion ::: What Are My Values? ::: Where Do I Belong? ::: What Should I Contribute? ::: Responsibility For Relationships ::: Accepting others as individuals ::: Responsibility for communications ::: The Second Half of Your Life ::: The boredom challenge ::: Three ways to develop a second career ::: Starting a new one ::: The parallel career ::: The social entrepreneur ::: Those who manage themselves are the leaders and models for the rest of society ::: Starting early—a prerequisite ::: Serious setbacks—another motivator ::: Summary—A revolution in human affairs ::: About The Author continue

Managing in Turbulent Times — Introduction ::: Managing the Fundamentals which pertain to TODAY's enterprise ::: Introduction ::: Adjusting for Inflation ::: Managing for liquidity & financial strength ::: Managing the productivities of all resources (PIMS) ::: Earning today the cost of staying in business. ::: Managing for TOMORROW ::: Tomorrow is being made today ::: Concentrating resources on results ::: Sloughing off yesterday ::: Managing #Growth ::: Managing Innovation & Change ::: Business Strategies for Tomorrow ::: Management Performance: preparing today's business for the future ::: Managing the Sea-Change : The New Population Structure and the New Population Dynamics ::: Introduction ::: The New Population Realities—Labor forces and customers ::: Institutional affects ::: From "Labor Force" to "Labor Forces" ::: The End of Mandatory Retirement Age ::: The "Double-Headed Monster" ::: Job Needs ::: The Need for Redundancy Planning ::: Managing in Turbulent Environments ::: In three related facets of its environment management faces new realities, challenges, uncertainties ::: Economic ::: Social ::: Political ::: The challenge to Management ::: Management is now being stridently attacked ::: Management will survive ::: Management is the organ of institutions ::: The form which management will take may be quite different tomorrow continue

Toward The Next Economics and other EssaysToward The Next Economics ::: Saving The Crusade: The High Cost Of Our Environmental Future ::: Business & Technology ::: Multinationals & Developing Countries (Myths and Realities) ::: What Results Should You Expect? A User's Guide to MBO ::: The Coming Rediscovery Of Scientific Management ::: The Bored Board ::: After-Fixed Age Retirement Is Gone ::: Science & Industry : Challenges of Antagonistic Interdependence ::: How To Guarantee Non-Performance (Public Service Program) ::: Behind Japan's Success ::: A View of Japan Through Japanese Art

The Changing World of The Executive — A Society of Organizations ::: Executive Agenda ::: Inflation-Proofing the Company ::: A scorecard for managers ::: Helping Small Business Cope ::: Is Executive Pay Excessive? ::: On Mandatory Executive Retirement ::: The Real Duties of A Director ::: The Information Explosion ::: Learning From Foreign Management ::: Business Performance ::: The Delusion of Profits #profit ::: Aftermath of a Go-Go Decade ::: Managing Capital Productivity ::: Six durable Economic Myths ::: Measuring Business Performance ::: Why Consumer's Aren't Behaving ::: Good #Growth and Bad Growth ::: The Re-Industrialization Of America ::: The Danger of Excessive Labor Income ::: The Nonprofit Sector ::: Managing the Nonprofit Institution ::: Managing the Knowledge Worker ::: Meaningful Government Reorganization ::: The Decline of Unionization ::: The Future of Health Care ::: The Professor as Featherbedder ::: The Schools in 1990 ::: People at Work ::: Unmaking the Nineteenth Century ::: Retirement Policy ::: Report on the Class of 68 ::: Meaningful Unemployment Figures ::: Baby Boom Problems ::: Planning for Redundant Workers ::: Job as a Property Right ::: The Changing Globe ::: The rise of Production Sharing ::: Japan's Economic Policy Turn ::: The Battle Over Co-Determination ::: A troubled Japanese Juggernaut ::: India & appropriate Technolgy ::: Toward a New Form of Money? ::: How Westernized Are the Japanese? ::: Needed: A Full-Investment Budget ::: A return to Hard Choices ::: The Matter of Business Ethics continue

Frontiers of Management — The Future is Being Shaped Today ::: Interview ::: Economics ::: The Changed World Economy ::: America's Entrepreneurial Job Machine ::: Why OPEC Had to Fail ::: The Changing Multinational ::: Managing Currency Exposure ::: Export Markets and Domestic Policies ::: Europe's High-Tech Ambitions ::: What We Can Learn from the Germans ::: On Entering the Japanese Market ::: Trade with Japan: The Way It Works ::: The Perils of Adversarial Trade ::: Modern Prophets: Schumpeter or Keynes? ::: People ::: Picking People: The Basic Rules ::: Measuring White Collar Productivity ::: Twilight of the first-Line Supervisor? ::: Overpaid Executives: The Greed Effect ::: Overage Executives: Keeping Firms Young ::: Paying the Professional Schools ::: Jobs and People: The Growing Mismatch ::: Quality Education: The New #Growth Area ::: Management ::: Management: The Problems of Success ::: Getting Control of Staff Work ::: Slimming Management's Midriff ::: The Information-Based Organization ::: Are Labor Unions Becoming Irrelevant ::: Union Flexibility: Why Its Now a Must ::: Management as a Liberal Art ::: The Organization ::: The Hostile Takeover and Its Discontents ::: Five Rules of Successful Acquisitions ::: Innovative Organization ::: The No-#Growth Enterprise ::: Why Automation Pays Off ::: IBM's Watson: Vision for Tomorrow ::: The Lessons of the Bell Breakup ::: Social Needs and Business Opportunities ::: Social Innovation—Management's New Dimension ::: Priorities continue

Peter Drucker On The Profession Of Management Preface The Future That Has Already Happened ::: Introduction Written by Nan Stone ::: Part I The Manager’s Responsibilities ::: The Theory of the Business ::: The Effective Decision ::: How to Make People Decisions ::: The Big Power of Little Ideas ::: The Discipline of Innovation ::: Managing for Business Effectiveness ::: Part II The Executive’s World ::: The Information Executives Truly Need ::: The Coming of the New Organization ::: The New Society of Organizations ::: What Business Can Learn from Nonprofits ::: The New Productivity Challenge ::: Management and the World’s Work ::: The Post-Capitalist Executive: An Interview with Peter F. Drucker by T. George Harris

Managing For The Future — Preface ::: Interview: Notes on the Post-Business Society ::: Economics ::: The futures already around us ::: The poverty of economic theory ::: The transnational economy ::: From world trade to world investment ::: The lessons of the U.S. export boom ::: Low wages: no longer a competitive edge ::: Europe in the 1990s: Strategies for survival ::: U.S.-Japan trade needs a reality check ::: Japan’s great postwar weapon ::: Misinterpreting Japan and the Japanese ::: Help Latin America and help ourselves ::: Mexico’s ace in the hole: the maquiladora ::: People ::: The New Productivity Challenge ::: The mystique of the business leader ::: Leadership: ::: People, work, and the future of the city (Social impacts of information) ::: The fall of the blue-collar worker ::: End work rules and job descriptions ::: Making managers of communist bureaucrats ::: China’s nightmare: ::: Management ::: Tomorrow’s managers: the major trends ::: How to manage the boss ::: What really ails the U.S. auto industry ::: The new Japanese business strategies ::: Manage by walking around—Outside! ::: Corporate culture: Use it, don’t lose it ::: Permanent cost cutting: permanent policy ::: What the nonprofits are teaching business ::: Nonprofit governance: lessons for success (for nonprofits) ::: The Nonprofits’ outreach revolution ::: The organization ::: The governance of corporations ::: Four marketing lessons for the future ::: Tomorrow’s company: dressed for success ::: Company performance: five telltale tests ::: R&D: the best is business driven ::: Sell the mailroom: Unbundling in the’90s ::: The 10 rules of effective research ::: The trend toward alliances for progress ::: A crisis in capitalism: Who’s in charge? ::: The emerging theory of manufacturing ::: Afterword: 1990s and beyond ::: The changing world economy ::: Innovation and entrepreneurship ::: Personal effectiveness continue

Management Challenges for the 21st Century Introduction

Conditions for survival

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

We face long years of profound changes. #lter

The Second Curve by Charles Handy

The changes are not primarily economic changes.

They are not even primarily technological changes.

… the real pattern of economic activity

larger composite view ↑ ::: Economic & content and structure ::: Adoption rates: one & two

The Forces Creating a New Geography of Opportunity?

Move: The Forces Uprooting Us

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

❡ ❡ ❡

Knowledge workers are likely to outlive their employing organization

❡ ❡ ❡

#hor3 #wlh 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

The future that has already happened

The unexpected success

Management Challenges for the 21st Century

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.

Management’s new paradigms #mnp

Strategy: The new certainties

Introduction Why Strategy?

The Collapsing Birthrate

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.

Defining Performance

Global Competitiveness

Competition on the road S 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.

The Growing Incongruence Between Economic Reality and Political Reality

The change leader #pdf

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”

Change policies

Organized abandonment

Organized improvement

A-10 Warthog → YouTube ::: Wikipedia

Exploiting success

Reports and meetings ::: staffing opportunities

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.

Windows of opportunity #woo

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

What not to do

Piloting

The change leader’s two budgets

Change and continuity

Making the future

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

#lypc We face Long Years of Profound Changes.

Escaping/avoiding the prison of the past #potp

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. #ptf

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

These changes are not predictable. #ptf

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?)

#dwrau
“And it ought to be remembered
that there is nothing more difficult
to take in hand,
more perilous to conduct,
or more uncertain in its success,
then to take the lead
in the introduction
of a new order of things.”
Niccolò Machiavelli: The Prince

Creativity — making the future II (#mtf #ptf)

“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

Information challenges

Knowledge worker productivity

Managing oneself (a revolution in human affairs)

Introduction: Tomorrow's "Hot" Issues ::: How to use the book? ::: Management's New Paradigms ::: Introduction: Why Assumptions Matter ::: Management Is Business Management ::: The One Right Organization ::: The One Right Way to Manage People ::: Technologies and End-Users Are Fixed and Given ::: Management's Scope Is Legally Defined ::: Management's Scope Is Politically Defined ::: The Inside Is Management's Domain ::: Conclusion ::: Strategy—The New Certainties ::: Introduction Why Strategy? ::: The Collapsing Birthrate ::: The Distribution of Income ::: Defining Performance ::: Global Competitiveness ::: The Growing Incongruence Between Economic Reality and Political Reality ::: The Change Leader ::: One Cannot Manage Change ::: One can only be ahead of it ::: In a period of rapid structural change, the only ones who survive are the Change Leaders ::: A change leader sees change as opportunity ::: I Change Policies ::: Making an organization more receptive to innovation is not nearly enough to be a change leader ::: To be a change leader requires the willingness and ability to change what is already being done in addition to new and different things ::: It requires policies to make the present create the future ::: Organized Abandonment ::: In three cases the right action is always outright abandonment ::: Abandonment is the right action if a product, service, market or process “still has a few good years of life” ::: “It’s fully written off” ::: The old which is stuntin the new ::: GM & the United Automobile Workers Union (UAW) ::: Abandonment may take different forms ::: In the GM cases ::: The right answer may even be to do more of the same but to do it differently ::: The publishing backlist example ::: How to act on abandonment is thus the second question ::: In a period of rapid change the “How?” is likely to become obsolete faster than the “What?” ::: The change leader must therefore also ask of every product, service, market or process ::: Needs to be asked of both the successful and unsuccessful ... ::: This applies to all areas of the enterprise ::: Distributors and distribution channels ::: American university example ::: HMOs ::: So far, we can only speculate on the impact the Internet will have on distribution ::: American automobile market ::: “To Abandon What” and “To Abandon How” have to be practiced systematically ::: Here is an example of how successful abandonment policies can be organized ::: Organized Improvement ::: Whatever an enterprise does internally and externally needs to be improved systematically and continuously ::: And it needs to be improved at a preset annual rate ::: What constitutes “performance” in a given area? ::: One example ::: What is “quality” in a product? ::: Even more difficult very often is the definition of performance in services ::: Another example: a major commercial bank ::: Continuous improvements in any area eventually transform the operation ::: Exploiting Success ::: Monthly problem report ::: Problems cannot be ignored. ::: An additional “first page” to the monthly report ::: Enterprises that succeed in being change leaders make sure that they staff the opportunities ::: The way to do this ::: Exploit one’s own successes and to build on them ::: The best example, perhaps, is the Japanese company Sony ::: Another example is the medical electronics group of the American General Electric Company ::: Exploitation will, sooner or later, lead to genuine innovation ::: II Creating Change ::: Windows of Opportunity #woo ::: A systematic policy to look, every six to twelve months, for changes that might be opportunities ::: A change in any one of these areas raises the question ::: Innovation can never be risk-free ::: Innovation work should be organized as a regular part of every ... ::: What Not to Do ::: There are Three Traps to avoid ::: Not in tune with the strategic realities discussed in Chapter Two of this book ::: Confuse “novelty” with “innovation.” ::: Confusing motion with action ::: Attempting to reorganize first ::: Reorganization comes after the “what” and the “how” have been faced up to ::: By itself reorganization is just “motion” and no substitute for action ::: Every change leader can expect to fall into one of them—or into all three—again and again ::: There is only one way to avoid them, or to extricate oneself ::: to organize the Introduction of Change, that is, to PILOT ::: III Piloting ::: One cannot market research the truly new ::: Nothing new is right the first time ::: Unexpected everything ::: James Watt steam engine ::: Neither studies nor market research nor computer modeling are a substitute for the test of reality ::: Everything improved or new needs therefore first to be tested on a small scale ::: The way to do this — find a champion ::: This need not even be somebody within the organization ::: If the pilot test is successful ::: The Change Leader's Two Budgets ::: Successful change leadership requires appropriate accounting and budget policies ::: It requires TWO separate budgets ::: In most enterprises ::: The change leader’s first budget is an operating budget ::: And then the change leader has a second, separate budget for the future ::: The most common, but also the most damaging, practice ::: But the right argument is ::: We tend to manage according to the reports we receive and see ::: IV Change and Continuity ::: The traditional institution is designed for continuity ::: Change leaders are, however, designed for change ::: And yet they still require continuity ::: But continuity is equally needed outside the enterprise ::: The enterprise also has to have a “personality” that identifies it among its customers and in its ma ::: Change and continuity are thus poles rather than opposites ::: The more an institution is organized to be a change leader, the more it will need continuity ::: But we do know already a good deal about how to create it ::: One way is to make partnership in change the basis of continuing relationships ::: This is what the Japanese “Keiretsu” has done ::: Economic-Chain Accounting ::: Continuing relationships between manufacturer and distributor ::: Relationships within the enterprise ::: Balancing change and continuity requires continuous work on information ::: More important for these people to get together ::: V Making the Future ::: We face long years of profound changes ::: They are changes in demographics, in politics, in society, in philosophy and, above all, in worldview ::: Theories ::: It is futile, for instance, to try to ignore and pretend ::: 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 ::: Within these restraints, however, the future is still malleable ::: Information Challenges ::: Introduction: The New Information Revolution ::: From the "T" to the "I" in "IT" ::: Greatest and earliest impacts on business policy, business strategy and business decisions ::: The revolutionary impacts so far have been where none of us then anticipated them: on OPERATIONS ::: Not one of us, for instance, could have imagined the truly revolutionary software now available to a ::: Not one of us could then have imagined the equally revolutionary software available to today’s surgical residents ::: Half a century ago no one could have imagined ::: The new Information Revolution began in business and has gone farthest in it ::: In education and health care, the emphasis thus will also shift from the “T” in IT to the “I,” as it is shifting in business ::: The Lessons of History ::: History's Lesson for the Technologists ::: The New Print Revolution ::: The Information Enterprises Need ::: From Cost Accounting to Result Control ::: From Legal Fiction to Economic Reality ::: Information for Wealth Creation ::: Foundation Information ::: Productivity Information ::: Competence Information ::: Resource Allocation Information ::: Where the Results Are ::: The Information Executives Need for Their Work ::: Organizing Information ::: No Surprises ::: Going Outside ::: Knowledge-Worker Productivity ::: Introduction ::: The Productivity of the Manual Worker ::: The Principles of Manual-Work Productivity ::: The Future of Manual-Worker Productivity ::: What We Know About Knowledge - Worker Productivity ::: What Is the Task? ::: The Knowledge Worker as Capital Asset ::: The Technologists ::: Knowledge Work as a System ::: But How to Begin? ::: The Governance of the Corporation ::: Managing Oneself ::: Introduction ::: What Are My Strengths? ::: How Do I Perform? ::: Am I a Reader or a Listener? ::: How Do I Learn? ::: What Are My Values? ::: What to Do in a Value Conflict? ::: Where Do I Belong? ::: What Is My Contribution? ::: Relationship Responsibility ::: The Second Half of Your Life ::: There are three answers ::: Start a second and different career ::: The Parallel Career ::: Social entrepreneurs ::: People who manage the "second half" may always be a minority only ::: Begin creating it long before one enters it ::: No one can expect to live very long without experiencing a serious setback ::: A society in which success has become important ::: A revolution in human affairs

The Essential Drucker Introduction: The Origin and Purpose of The Essential Drucker ::: Purposes ::: Coherent and fairly comprehensive Introduction to Management ::: Overview of works on management ::: Where do I start to read Drucker? ::: Which of his writings are essential? ::: Atsuo Ueda (Japanese friend, translator, editor) ::: Three volumes Japan, Taiwan, China, Korea, Argentina, Mexico, and Brazil ::: Cass Canfield ::: Western audience ::: Growing number of people who, while not themselves executives, have come to see management as an area of public interest ::: An increasing number of students in colleges and universities, while not necessarily management students, see understanding of management as part of a general education ::: A large and rapidly growing number of mid-career managers and professionals who are flocking to advanced-executive programs, both in universities and their employing organizations ::: Sources (original publications) ::: Here, therefore, are the sources in my books for each of twenty-six chapters of the The Essential Drucker: ::: Omits 5 important books: ::: MANAGEMENT ::: Management as Social Function and Liberal Art7 ::: The origins and development of management ::: Management and entrepreneurship ::: The accountability of management ::: What is management? ::: Management as a liberal art ::: The Dimensions of Management ::: Mission ::: Worker achievement ::: Social responsibilities ::: The Purpose and Objectives of a Business ::: The purpose of a business ::: What should our business be ::: Objectives, strategies, resource concentration, work ::: Marketing objectives ::: Innovation objective ::: Resource objectives ::: Productivity objectives ::: The social responsibilities objectives ::: Profit as a need and a limitation ::: What the Nonprofits Are Teaching Business ::: Social Impacts and Social Problems ::: Management's New Paradigms ::: The Information Executives Need Today ::: Management by Objectives and Self-Control ::: Picking People-The Basic Rules ::: The Entrepreneurial Business ::: The New Venture ::: Entrepreneurial Strategies ::: THE INDIVIDUAL ::: Effectiveness Must Be Learned ::: Focus on Contribution ::: Own commitment ::: Contribution of knowledges ::: The right human relations ::: Communications ::: Teamwork ::: Self-development ::: Development of others ::: Know Your Strengths and Values ::: What are my strengths? ::: How do I perform? ::: What are my values? ::: Know Your Time ::: Effective Decisions ::: Process/element ::: Principle based decision needed ::: Boundary conditions ::: What is right ::: Building in the action ::: Feedback ::: Thoughts ::: Opinions rather than facts ::: Develop disagreement ::: Is a decision really necessary? ::: Functioning Communications ::: Communication is perception, expectation, and demand ::: Downward and upward ::: Management by objectives ::: Leadership as Work ::: Work, responsibility and trust earned ::: Principles of Innovation ::: Innovation as a practice ::: The dos ::: The don’ts ::: Three conditions for a successful innovation ::: The conservative innovator ::: The Second Half of Your Life ::: Three answers ::: Revolution for the individuals ::: Transformation of every society ::: The Educated Person ::: At the core of the knowledge society ::: Knowledge society and society of organizations ::: Technes and the educated person ::: To make knowledges the path to knowledge ::: SOCIETY ::: A Century of Social Transformation—(From farmers and domestic servants to) Emergence of Knowledge Society ::: The Coming of Entrepreneurial Society ::: Planning does not work ::: Systematic abandonment ::: A challenge for the individuals ::: Citizenship through the Social Sector (includes the need for community) ::: A “Third Sector” ::: The need for community ::: The volunteer as citizen ::: From Analysis to Perception-The New Worldview ::: ENIAC (1946) began an age in which information will be the organizing principle for work. ::: The social impacts of information ::: Form and function ::: Question of right size for the task and for the ecology. ::: From analysis to perception ::: Information is analytical and conceptual ::: Yet information is the organizing principle of every biological process (life is matter organized by information). Biological process is not analytical—deal with “wholes” ::: In the biological universe perception is at the center. We hear “cat” not “C” “A” “T” ::: Descartes: “I think therefore I am.” “I see therefore I am.” ::: New realities are configurations and call for perception as much as analysis ::: Dynamic disequilibrium of the new pluralisms ::: Multitiered transnational economy and transnational ecology ::: The new archetype of the “educated person” that is so badly needed ::: The shift from a mechanical to a biological universe will eventually require a new philosophical synthesis ::: Afterword: The Challenge Ahead ::: the paradox of rapidly expanding economy and growing income inequality--the paradox that bedevils us now ::: growing health care and education, possibly a shrinking market for goods and services ::: center of power shifting to the consumer--free flow of information ::: knowledge workers—expensive resource ::: governments depending on managers and individuals

Managing in the Next Society (#sda)

Preface

PART I: THE INFORMATION SOCIETY

Beyond the Information Revolution

The Exploding World of the Internet

We need to measure knowledge workers’ productivity (#58 #kwp #sda)

How do we do that?

We begin by asking even lower-level knowledge workers three things:

What are your strengths and what should you put work into?

What should this company expect from you and in what time span?

And what information do you need to do your work and what information do you owe?

I learned this many years ago when I worked with one of the world’s biggest pharmaceutical companies.

A new CEO expected each department head to explain what their function should contribute.

The head of research said, “You can’t measure research.”

So we arranged meetings with eleven to thirteen people at a time, working through the research department.

I asked, “Looking over the last five years, what have you contributed which made a difference?

What do you think you can contribute in the next three years?”

Suppose they’d found some hormonal function that changed our understanding of how the pancreas works.

It might be twenty years, if ever, before that became a product.

However, repeatedly—this was the early 1960s—there’d been important contributions that evaporated.

They didn’t fit the market for pharmaceutical companies or how the medical director saw the company.

So we had to change that.

We brought the medical, marketing, and manufacturing people into what was happening in research.

They doubled the utilization—the yield from research—within five or six years.

What about American health care, which seems mired in contradictions?

It’s no worse than any other country’s.

They’re all bankrupt.

It’ll be a growth sector simply because health care and education together will be 40 percent of the gross national product within twenty years.

Already, they’re at least a third.

Furthermore, as more and more services by government agencies will be outsourced, it will make little difference whether the organization which gets a contract to clean the streets is for profit or not for profit.

It won’t be in the market economy.

If I could voice one comment on your magazine and the present e-commerce and e-business-to-business concern altogether, it’s so far focused on business.

Yet I think the greatest e-commerce impact may be in higher education and health care.

It makes possible a rational restructuring of health care.

Eighty percent of demands in health care require only a nurse-practitioner.

What she needs to know is when to refer a patient to a physician, which largely now can become a matter of using information technology.

I’ve worked with hospitals which are the only ones within two hundred miles.

It’s incredible what a difference information technology has made to them.

Take Grand Junction, Colorado, with thirty-four thousand inhabitants.

Denver and Salt Lake City two sizable cities—are both about two hundred miles away.

Now Grand Junction’s hospital can make a diagnosis of a patient which brings in the University of Colorado medical school in Denver and whatever medical school Salt Lake City has.

That answers that small hospital’s basic problem, which was that they couldn’t build their own specialist center.

Was this that hospital’s only problem?

Could it even be profitable, given that area’s population base?

You may have a million people for whom Grand Junction represents the nearest decent hospital.

I’ve worked with a consortium of twenty-five such hospitals, from West Virginia to Oregon.

Information technology can make them the equivalent of a big-city university hospital.

With that patient with convulsions and vertigo that nobody in Grand Junction can diagnose, for example, now the doctor says, this may be a thyroid problem and we’ll talk to Salt Lake City.

The specialist in Salt Lake City diagnoses a cyst on the thyroid pressing the carotid—this was an actual case—and says, “I’ve done some of those, but my colleague in Denver is better.

Helicopter him there.”

Three days later, the patient is back in Grand Junction.

Thus, in health care, information technology has already made a fabulous impact.

In education, its impact will be greater.

However, attempts to put ordinary college courses on the Internet are a mistake.

Marshall McLuhan was correct.

The medium not only controls how things are communicated, but what things are communicated.

On the Web, you must do it differently.

How so?

You must redesign everything.

Firstly, you must hold students’ attention.

Any good teacher has a radar system to get the class’s reaction, but you don’t have that online.

Secondly, you must enable students to do what they cannot do in a college course, which is go back and forth.

So on-line you must combine a book’s qualities with a course’s continuity and flow.

Above all, you must put it in a context.

In a college course, the college provides the context.

In that on-line course you turn on at home, the course must provide the background, the context, the references.

What about on-line education’s potential in the developing world?

For example, the Indian government has begun a program to put an on-line PC in each village for education.

My prejudices show.

In the early 1950s, President Truman sent me to Brazil to persuade the government there that with the new technology, we could wipe out illiteracy in five years at no cost.

The Brazilian teachers’ union sabotaged it.

We have possessed the technology to eliminate illiteracy for a long time.

Let me point out that the one great achievement of Mao’s government was to eliminate illiteracy in China.

Not by means of a new technology, but a very old one: the student who has learned to read teaches the next one.

Teachers have obstructed this everywhere because it threatens their monopoly.

Yet older students teaching younger students is the quickest way.

It’s what the Chinese have done.

For the first time the great majority of Chinese understand and can speak Mandarin.

You have the country unified not only by script, but by language.

It’s still only 70 percent.

But it was 30 when Mao came in.

We can make the new technology available to the remotest village in the Amazon.

The obstacles are, first, enormous resistance by teachers, who see themselves threatened.

Secondly, it isn’t true that you’ve support for education in every third-world country.

I worked hard in Colombia and helped found the Universidad del Valle in Cali.

We had a very difficult time in those small coffee growing towns because parents expected children to be at work in the fields at age eleven.

In India that’s a great problem.

Moreover, schools are an equalizing force.

That’s a tremendous obstacle in Indian provinces like Orissa, say, where the upper castes would bitterly fight admission of lower-class children.

Let’s return to health care.

Some people insist that market forces can be a cure-all for US. health care.

Given situations like these rural hospitals where little opportunity for profit exists, is that true?

No.

Market forces cannot be the cure-all for health care.

I always put my cards on the table.

I have been the consultant to two major national health care systems.

One for fifty years, one for thirty.

The idea that American health care is in particularly bad shape is nonsense.

They’re all in total disarray.

The reason is that they’re based on the facts of 1900.

The worst is either the German or the Japanese.

As I said, 80 percent of demands on a health care system are routine problems a nurse-practitioner can handle.

You face two issues with a nurse-practitioner.

First, you must ensure she doesn’t go beyond her competence, so you emphasize she should overrefer to the medical center, not underrefer.

The second problem is that a nurse-practitioner doesn’t have the authority to change anybody’s lifestyle.

For three thousand years we’ve built the mystique of the M.D.

When the doctor says you must lose fifteen pounds, and the nurse practitioner says it, you hear something different.

Then there’s the 20 percent of health care which requires modern medicine.

Incidentally, I’m going to shock you.

Medical advances since antibiotics have had no impact on life expectancy.

They are wonderful for tiny groups, but statistically insignificant.

The great changes have been in the workforce.

When I was born, 95 percent of all people worked in manual jobs—most of them dangerous, debilitating jobs.

You’ve heard of Franz Kafka, haven’t you?

Of course.

You know he was a great writer, don’t you?

But Franz Kafka also invented the safety helmet.

He was the great man in factory inspection and workmen’s compensation.

Kafka was the workmen’s compensation-factory safety man for what’s now the Czech Republic, which was Bohemia and Moravia before World War I. Our next door neighbor was the top workmen’s compensation-factory safety man for Austria.

Kafka was his idol.

When Kafka [was dying] outside of Vienna of throat tuberculosis, Dr. Kuiper—our neighbor—pedaled on his bike at five each morning for two hours to visit the dying Kafka, then took the train to work.

After Kafka’s death, nobody was more surprised than Dr. Kuiper to discover he’d been a writer.

Kafka got the gold medal of, I think, the American Safety Congress for 1912 because as a result of his safety helmet, the steel mills in what is [now] the Czech Republic for the first time killed fewer than twenty-five workers per one thousand a year.

Did you know that Blue Cross and Blue Shield of Massachusetts employs as many people to administer coverage for 2.5 million New Englanders as are employed in Canada to administer coverage for 27 million Canadians?

Yes.

And it isn’t true.

You are comparing…

Apples and oranges?

No.

Apples and beavers.

The Canadian system doesn’t administer health care.

It pays fixed rates, that’s all.

What we do now, the Canadian system doesn’t.

It doesn’t tell any doctor what to do.

It just says, for this you get X dollars in Ontario and Y dollars in Saskatchewan.

Blue Cross—in Massachusetts particularly—is trying to be an HMO: a health care provider, not a health care payer.

The Canadian system is not managed care, it’s managed costs.

What should happen with American health care?

Let me say that if we had listened to Mr. Eisenhower, who wanted catastrophic health care for everybody, we would have no health care problems.

What shut him down, as you may not have heard, was the UAW.

In the 1950s, the only benefit the unions could still promise was company-paid health care.

Under the Eisenhower principle—where for everybody who spent more than 10 percent of their taxable income for health expenditures, government would pay—this would have been eliminated.

So the UAW killed it with help from the American Medical Association.

Still, the AMA wasn’t that powerful.

The UAW was.

You’ve talked about demographic changes, with more old people in the developed nations and more younger people, for the next forty years, in the developing nations.

Do you worry how it will be for the young in a world dominated by the old?

Look.

In the developed countries, with the exception of the U.S. , the number of young people is already going down sharply.

In the U.S. , it will begin diminishing in fifteen or eighteen years.

Since 1700, we’ve tacitly assumed that population grows, and the foundation grows faster than the top.

So this is unprecedented.

We have no idea what it means.

There are indications.

We know that in the Chinese coastal cities, the middle class spends more on the one child they are allowed than they used to spend on all four that they had before.

Those kids are horribly spoiled.

That’s true in this country, too.

When I look at what ten-year-olds expect to own, it’s unthinkable for my generation.

Also, when you say young people, in the developed countries that will mean, very heavily, immigrants, not children.

They’re immigrants, whether a Mexican entering southern California, a Nigerian entering Spain, or a Ukrainian entering Germany.

These will be young, in that the average age of an immigrant into the developed countries is between eighteen and twenty-eight.

They represent a very heavy capital investment in their upbringing, yet aren’t adequately educated.

We don’t know what that means.

Perhaps tremendous additional productive power and tremendous demand for additional educational expenses.

We don’t know, we’ve never been there.

But it is predictable that today’s youth culture will not last forever.

It’s an old insight that the prevailing culture is made by the fastest-growing population group.

That will not be young people.

Why we need effective executives

The following is for topic search: How do we do that?
We begin by asking even lower-level knowledge workers three things:
What are your strengths and what should you put work into?
What should this company expect from you and in what time span?
And what information do you need to do your work and what information do you owe?
What about American health care, which seems mired in contradictions? Hospitals
Furthermore, as more and more services by government agencies will be outsourced, it will make little difference whether the organization which gets a contract to clean the streets is for #profit or not for profit nonprofit.
It won't be in the market economy.
Yet I think the greatest e-commerce impact may be in higher education and health care.
However, attempts to put ordinary college courses on the Internet are a mistake.
Marshall McLuhan was correct.
The medium not only controls how things are communicated, but what things are communicated.
On the Web, you must do it differently.
What about on-line education's potential in the developing world?
That's a tremendous obstacle in Indian provinces like Orissa, say, where the upper castes would bitterly fight admission of lower-class children.
Market forces cannot be the cure-all for health care.
The idea that American health care is in particularly bad shape is nonsense.
They're all in total disarray.
The reason is that they're based on the #facts of 1900.
The worst is either the German or the Japanese.
Medical advances since antibiotics have had no impact on life expectancy.
They are wonderful for tiny groups, but statistically insignificant.
The great changes have been in the workforce.
When I was born, 95 percent of all people worked in manual jobs — most of them dangerous, debilitating jobs.
You've heard of Franz Kafka, haven't you?
The Canadian system doesn't administer health care.
It pays fixed rates, that's all.
What we do now, the Canadian system doesn't.
It doesn't tell any doctor what to do.
It just says, for this you get X dollars in Ontario and Y dollars in Saskatchewan.
So the UAW killed it with help from the American Medical Association
In the developed countries, with the exception of the U.S., the number of young people is already going down sharply.
In the U.S., it will begin diminishing in fifteen or eighteen years.
Since 1700, we've tacitly assumed that population grows, and the foundation grows faster than the top.
So this is unprecedented.
We have no idea what it means.
There are indications.
Also, when you say young people, in the developed countries that will mean, very heavily, immigrants, not children.
They're immigrants, whether a Mexican entering southern California, a Nigerian entering Spain, or a Ukrainian entering Germany.
These will be young, in that the average age of an immigrant into the developed countries is between eighteen and twenty-eight.
They represent a very heavy capital investment in their upbringing, yet aren't adequately educated.
We don't know what that means.
Perhaps tremendous additional productive power and tremendous demand for additional educational expenses.
We don't know, we've never been there.
But it is predictable that today's youth culture will not last forever.
It's an old insight that the prevailing culture is made by the fastest-growing population group.
That will not be young people.

From Computer Literacy to Information Literacy

E-Commerce: The Central Challenge

The New Economy Isn’t Here Yet

The CEO in the New Millennium

PART II: BUSINESS OPPORTUNITIES

Entrepreneurs and Innovation

They’re Not Employees, They’re People

Financial Services: Innovate or Die

Moving Beyond Capitalism?

PART III: THE CHANGING WORLD ECONOMY

The Rise of the Great Institutions

The Global Economy and the Nation-State

It’s the Society, Stupid

On Civilizing the City

PART IV: THE NEXT SOCIETY

The Next Society

The New Demographics

The New Workforce

The Manufacturing Paradox

Will the Corporation Survive?

The Future of Top Management

The Way Ahead

Preface ::: I did once believe in a New Economy ::: Some of the chapters in this book deal with traditional "management" topics ::: All the chapters in this book were written before the terrorist attacks ::: The Information Society ::: Beyond the Information Revolution ::: The Railroad ::: Routinization ::: The Meaning of E-Commerce ::: Luther, Machiavelli, and the Salmon ::: The Gentleman versus the Technologist ::: Bribing the Knowledge Worker ::: The Exploding World of the Internet ::: Giving knowledge workers stock options amounts to nothing more than bribing them ::: I understand you were an investment banker in London ::: So companies can no longer drive knowledge workers with stock options? ::: Important knowledge workers will have to be made full partners ::: We need to measure knowledge workers' productivity ::: What about American health care, which seems mired in contradictions? ::: Was this that hospital's only problem? ::: How so? ::: What about on-line education's potential in the developing world? ::: Let's return to health care ::: Of course ::: Did you know that Blue Cross and Blue Shield of Massachusetts employs ::: Apples and oranges? ::: What should happen with American health care? ::: You've talked about demographic changes, with more old people in the developed nations ::: Today we can buy for $10 a wristwatch ::: Coming to America during the Great Depression ::: These aren't just children of affluence looking for a focus? ::: From Computer Literacy to Information Literacy ::: Most CEOs still believe ::: When we talk about the global economy, I hope nobody believes it can be managed ::: Although this country today has a merchandise trade deficit ::: We need outside information, and we will have to learn ::: Let's take a look at that endangered species, the American department store ::: E-Commerce: The Central Challenge ::: Cars by E-Mail ::: The New Economy Isn't Here Yet ::: Many of the newer Internet companies are struggling to keep their businesses afloat ::: Is it too late to pull out of the tailspin? ::: The argument that many of the start-ups pose is that they are simply buying land while land is cheap ::: Does that ten-year beginnings-to-boom timetable still apply? ::: If so, many new Net companies are stock market gambles, what about the established old-line companies? ::: Is it important to be a multi-brand organization? ::: Are there new metrics for success in an Internet company? ::: What are the most important numbers you'd look at to value a dot-com? ::: What do you think the corporation of the future looks like? ::: Will this ongoing quest for continuing education affect the structure of the corporation? ::: Today you need an organization that is a change leader, not just an innovator ::: An organization should be involved in the process of creative destruction ::: Any thoughts on the Microsoft antitrust trial? ::: The Age of Discontinuity ::: How does one manage successfully in this time of dramatic change? ::: How do you turn transition to an advantage? ::: What do you believe is the future of business on the Internet? ::: The CEO in the New Millennium ::: Transforming Governance ::: New Approaches to Information ::: Command and Control ::: The Rise of Knowledge Work ::: Tying It Together ::: Business Opportunities ::: Entrepreneurs and Innovation ::: Do you agree that we in the United States are the best practitioners of entrepreneurship ::: Who's number one? ::: If Korea is number one, and we're not number two, who is? ::: Okay, so third is still respectable, no? ::: America's entrepreneurial "delusion" is dangerous ::: Why do you think this is happening? ::: Is there any one key to that discipline? ::: The Four Entrepreneurial Pitfalls ::: Are there typical mistakes entrepreneurs make but could avoid? ::: So, often the entrepreneur is actually succeeding but doesn't realize it? ::: Good story, but is the rejection of success really all that common? ::: Why do entrepreneurs reject unexpected success? ::: Why do you think entrepreneurs have such a hard time grasping the concept of cash flow? ::: Why is that? Is it a product of our business schools? ::: And he doesn't see that he's outgrowing his management base ::: What's the one symptom an entrepreneur cannot afford to ignore ::: To really begin to work together as a team? ::: That's a hard decision for an entrepreneur to make, especially if Tom was there at the start ::: If you start out with them, you invariably end up killing yourself and the business ::: Do you think entrepreneurs today are smarter about avoiding the pitfalls ::: Can Large Companies Foster Entrepreneurship? ::: Can large companies really foster entrepreneurship? ::: How was that period of innovation different from today's? ::: What does that mean for entrepreneurship in large companies? ::: But can large companies foster entrepreneurship? ::: What are some examples of companies that have been successful at internal entrepreneurship? ::: The Rise of Social Entrepreneurship ::: Could you step back and summarize your views about social entrepreneurship? ::: You've said that more and more community jobs are being handled by local institutions ::: But so many people in business are leery of nonprofits because they see them as nonprofessional ::: What about innovation and entrepreneurship in government? ::: They're Not Employees, They're People ::: Strangled in Red Tape ::: The Splintered Organization ::: Companies Don't Get It ::: The Key to Competitive Advantage ::: Free Managers—to Manage People ::: Financial Services: Innovate or Die ::: A Wider Transformation ::: Time for Innovations ::: Moving Beyond Capitalism? ::: What is your critique? ::: Have we arrived at mass capitalism or post-capitalism? ::: How does society, then, manage in the long term? ::: Why is the social sector growing in Japan, where the community has been so strong? ::: The size of the social problems means they just can't be taken care of by voluntary associations ::: Why does the US. have such a large and vital third sector when compared to other countries ::: The Asian Crisis ::: On Japan ::: How can Japan as a nineteenth-century European state make it in the hypercompetitive 21st century ::: On China ::: A breakdown of the globalization process? ::: Will technological unemployment … ::: What, then, will be the "basic disturbance" of the twenty-first century as you see it? ::: The Changing World Economy ::: The Rise of the Great Institutions ::: Control over the Fief ::: Needed Autonomy ::: The Global Economy and the Nation-State ::: A True Survivor ::: The Nation-State Afloat ::: Virtual Money ::: Breaking the Rules ::: Selling to the World ::: War After Global Economics ::: It's the Society, Stupid ::: A Heretic's View ::: Descending from Heaven ::: Elites Rule ::: A Policy About Nothing ::: The Social Contract ::: It's the Society, Stupid ::: On Civilizing the City ::: Reality of Rural Life ::: The Need for Community ::: The Only Answer ::: The Next Society ::: The Next Society ::: Knowledge Is All ::: The New Protectionism ::: The Future of the Corporation ::: The New Demographics ::: Needed but Unwanted ::: A Country of Immigrants ::: The End of the Single Market ::: Beware Demographic Changes ::: The New Workforce ::: His and Hers ::: Ever Upward ::: The Price of Success ::: The Manufacturing Paradox ::: Smaller Numbers, Bigger Clout ::: Will the Corporation Survive? ::: Everything in Its Place ::: Knowledge workers provide “capital” just as much as does the provider of money ::: A growing number of people who work for an organization will not be full-time employees ::: The most productive and most profitable way to organize is to disintegrate ::: The customer now has the information ::: There are few unique technologies anymore ::: Who Needs a Research Lab? ::: The Next Company ::: From Corporation to Confederation ::: The Future of Top Management ::: Life at the Top ::: Impossible Jobs ::: The Way Ahead ::: The Future Corporation ::: People Policies ::: Outside Information ::: Change Agents ::: And Then? ::: Big Ideas

The Daily Drucker January ::: Integrity in Leadership ::: Identifying the Future ::: Management Is Indispensable ::: Organizational Inertia ::: Abandonment ::: Practice of Abandonment ::: Knowledge Workers: Asset Not Cost ::: Autonomy in Knowledge Work ::: The New Corporation's Persona ::: Management as the Alternative to Tyranny ::: Management and Theology ::: Practice Comes First ::: Management and the Liberal Arts ::: The Managerial Attitude ::: The Spirit of an Organization ::: The Function of Management Is to Produce Results ::: Management: The Central Social Function ::: Society of Performing Organizations ::: The Purpose of Society ::: Nature of Man and Society ::: Profit's Function ::: Economics as a Social Dimension ::: Private Virtue and the Commonweal ::: Feedback: Key to Continuous Learning ::: Reinvent Yourself ::: A Social Ecologist ::: The Discipline of Management ::: Controlled Experiment in Mismanagement ::: Performance: The Test of Management ::: Terrorism and Basic Trends ::: A Functioning Society ::: February ::: Crossing the Divide ::: Face Reality ::: The Management Revolution ::: Knowledge and Technology ::: Shrinking of the Younger Population ::: The Transnational Company ::: The Educated Person ::: Balance Continuity and Change ::: Organizations Destabilize Communities ::: Modern Organization Must Be a Destabilizer ::: Human Factor in Management ::: Role of the Bystander ::: The Nature of Freedom ::: Demands on Political Leadership ::: Salvation by Society ::: Need for a Harmony of Interests ::: Social Purpose for Society ::: Reinventing Government ::: Reprivatization ::: Management and Economic Development ::: Failure of Central Planning ::: The Pork-Barrel State ::: The New Tasks of Government ::: Legitimacy of the Corporation ::: Governance of the Corporation ::: Balancing Three Corporate Dimensions ::: Defining Business Purpose and Mission ::: Defining Business Purpose and Mission: The Customer ::: Understanding What the Customer Buys ::: March ::: The Change Leader ::: Test of Innovation ::: Knowledge External to the Enterprise ::: In Innovation, Emphasize the Big Idea ::: Managing for the Future ::: Innovation and Risk Taking ::: Creating a True Whole ::: Turbulence: Threat or Opportunity? ::: Organize for Constant Change ::: Searching for Change ::: Piloting Change ::: The Purpose of a Business ::: Converting Strategic Plans to Action ::: Universal Entrepreneurial Disciplines ::: Managing for the Short Term and Long Term ::: Balancing Objectives and Measurements ::: The Purpose of Profit ::: Morality and Profits ::: Defining Corporate Performance ::: A Scorecard for Managers ::: Beyond the Information Revolution ::: Internet Technology and Education ::: The Great Strength of E-Commerce ::: E-Commerce: The Challenge ::: From Legal Fiction to Economic Reality ::: Management of the Multinational ::: Command or Partner ::: Information for Strategy ::: Why Management Science Fails to Perform ::: Nature of Complex Systems ::: From Analysis to Perception ::: April ::: Management as a Human Endeavor ::: The Responsible Worker ::: Spirit of Performance ::: Organizations and Individuals ::: Picking a Leader ::: Qualities of a Leader ::: Base Leadership on Strength ::: Leadership Is Responsibility ::: Absence of Integrity ::: Crisis and Leadership ::: The Four Competencies of a Leader ::: Fake Versus True Leaders ::: Churchill the Leader ::: Alfred Sloan's Management Style ::: People Decisions ::: Attracting and Holding People ::: Picking People: An Example ::: Decision Steps for Picking People ::: Placements That Fail ::: The Succession Decision ::: Sloan on People Decisions ::: A Good Judge of People? ::: The Crucial Promotions ::: Social Responsibility ::: Sloan on Social Responsibility ::: Corporate Greed and Corruption ::: What Is Business Ethics? ::: The Ethics of Social Responsibility ::: Business Ethics ::: Psychological Insecurity ::: May ::: Managing Knowledge Workers ::: The Network Society ::: Global Competitiveness ::: Characteristics of the Next Society ::: The New Pluralism ::: Knowledge Does Not Eliminate Skill ::: A Knowledge Society and Society of Organizations ::: Price of Success in the Knowledge Society ::: The Center of the Knowledge Society ::: Sickness of Government ::: Managing Foreign Currency Exposure ::: The Manufacturing Paradox ::: Protectionism ::: Splintered Nature of Knowledge Work ::: Use of PEOs and BPOs ::: Managing Nontraditional Employees ::: The Corporation as Confederation ::: The Corporation as a Syndicate ::: People as Resources ::: Making Manual Work Productive ::: Productivity of Service Work ::: Raising Service-Worker Productivity ::: Knowledge-Worker Productivity ::: Defining the Task in Knowledge Work ::: Defining Results in Knowledge Work ::: Defining Quality in Knowledge Work ::: Management: A Practice ::: Continuous Learning in Knowledge Work ::: Raise the Yield of Existing Knowledge ::: Rank of Knowledge Workers ::: Post-Economic Theory ::: June ::: Managing Oneself ::: A Successful Information Based Organization ::: The "Score" in InformationBased Organizations ::: Taking Information Responsibility ::: Rewards for Information Specialists ::: Hierarchy Versus Responsibility ::: Sudden Incompetence ::: Self Renewal ::: Individual Development ::: What to Do in a Value Conflict? ::: Place Yourself in the Right Organization ::: Management Education ::: Attracting Knowledge Workers ::: Pension-Fund Shareholders ::: Pension-Fund Regulation ::: Pension-Fund Capitalism ::: Test of Pension-Fund Socialism ::: The Business Audit ::: Inflation Versus Unemployment ::: When Regulation Is Required ::: Work ::: Goal and Vision for Work ::: Self-Governing Communities ::: Civilizing the City ::: Human Dignity and Status ::: Enjoying Work ::: Legitimacy of Management ::: Economic Progress and Social Ends ::: The Social Sector ::: Effective Management of Nonprofits ::: July ::: Theory of the Business ::: Reality Test of Business Assumptions ::: Synergy of Business Assumptions ::: Communicate and Test Assumptions ::: The Obsolete Theory ::: Focus on Excellence ::: Creating Customer Value ::: Identifying Core Competencies ::: Each Organization Must Innovate ::: Exploiting Success ::: Organized Improvement ::: Systematic Innovation ::: Unexpected Success ::: Unexpected Failure ::: Incongruity ::: Process Need ::: Industry and Market Structure ::: Demographics ::: Changes in Perception ::: New Knowledge ::: Innovation in Public-Service Institutions ::: Service Institutions Need a Defined Mission ::: Optimal Market Standing ::: Worship of High Profit Margins ::: Four Lessons in Marketing ::: From Selling to Marketing ::: Cost-Driven Pricing ::: Cost Control in a Stable Business ::: Cost Control in a #Growth Business ::: Eliminating Cost Centers ::: Making Cost-Control Permanent ::: August ::: Diversification ::: Being the Wrong Size ::: #Growth ::: Managing the New Venture ::: Calculated Obsolescence ::: Tunnel-Vision Innovation ::: Social Innovation: The Research Lab ::: Social Innovation: The Lab Without Walls ::: Research Laboratory: Obsolete? ::: The Infant New Venture ::: The Rapidly Growing New Venture ::: Managing Cash in the New Venture ::: Management Team for the New Venture ::: Unrealized Business Potential ::: Finding Opportunities in Vulnerabilities ::: Exploiting Innovative Ideas ::: First with the Most ::: Hitting Them Where They Aren't ::: Entrepreneurial Judo ::: Changing Economic Characteristics ::: Ecological Niche: Tollbooth Strategy ::: Ecological Niche: Specialty Skill Strategy ::: Ecological Niche: Specialty Market ::: Threats to Niche Strategies ::: Able Company: Research Strategy ::: Baker Company: Research Strategy ::: Charlie Company: Research Strategy ::: Success Always Creates New Realities ::: The Opportunity-Focused Organization ::: Finding Opportunity in Surprises ::: Maintaining Dynamic Equilibrium ::: September ::: Know Thy Time ::: Record Time and Eliminate Time Wasters ::: Consolidate Time ::: Practices of Effective Executives ::: Focus on Contribution ::: Performance Appraisals ::: How to Develop People ::: Knowledge Worker as Effective Executive ::: Take Responsibility for Your Career ::: Defining One's Performance ::: Results That Make a Difference ::: Managing Oneself: Identify Strengths ::: Managing Oneself: How Do I Perform? ::: Managing Oneself: What to Contribute? ::: Managing Oneself: Work Relationships ::: Managing the Boss ::: Managing Oneself: The Second Half ::: Managing Oneself: Revolution in Society ::: A Noncompetitive Life ::: Staffing Decisions ::: Widow-Maker" Positions ::: Overage Executives ::: Controls, Control, and Management ::: Controls: Neither Objective nor Neutral ::: Controls Should Focus on Results ::: Controls for Nonmeasurable Events ::: The Ultimate Control of Organizations ::: Harmonize the Immediate and Longrange Future ::: Misdirection by Specialization ::: Compensation Structure ::: October ::: Pursuing Perfection ::: Decision Objectives ::: Decision Making ::: The Right Compromise ::: Building Action into the Decision ::: Organize Dissent ::: Elements of the Decision Process ::: Is a Decision Necessary? ::: Classifying the Problem ::: Defining the Problem: An Example ::: Defining the Problem: The Principles ::: Getting Others to Buy The Decision ::: Testing the Decision Against Results ::: Continuous Learning in Decision Making ::: Placing Decision Responsibility ::: Legitimate Power in Society ::: The Conscience of Society ::: Capitalism Justified ::: Moving Beyond Capitalism ::: The Efficiency of the Profit Motive ::: The Megastate ::: Purpose of Government ::: Government Decentralization ::: Strong Government ::: Government in the International Sphere ::: Needed: Strong Labor Unions ::: Political Integration of Knowledge Workers ::: The Corporation as a Political Institution ::: Converting Good Intentions into Results ::: Fund Development in the Nonprofit ::: Effective Nonprofit Boards of Directors ::: November ::: Organizational Agility ::: Business Intelligence Systems ::: Gathering and Using Intelligence ::: The Test of Intelligence Information ::: The Future Budget ::: Winning Strategies ::: The Failed Strategy ::: Strategic Planning ::: Long-Range Planning ::: How to Abandon ::: Divestment ::: The Work of the Manager ::: Management by Objectives and Self-Control ::: How to Use Objectives ::: The Management Letter ::: The Right Organization ::: Limits of Quantification ::: Hierarchy and Equality ::: Characteristics of Organizations ::: The Federal Principle ::: Federal Decentralization: Strengths ::: Federal Decentralization: Requirements ::: Reservation of Authority ::: Simulated Decentralization ::: Building Blocks of Organization ::: Fundamentals of Communications ::: Rules for Staff Work ::: Rules for Staff People ::: Role of Public Relations ::: Control Middle Management ::: December ::: The Work of the Social Ecologist ::: Turbulent Times Ahead ::: The New Entrepreneur ::: Information on Cost and Value ::: Price-Led Costing ::: Activity Costing ::: Obstacles to Economic Chain Costing ::: EVA as a Productivity Measure ::: Benchmarking for Competitiveness ::: Resource-Allocation Decisions ::: Six Rules of Successful Acquisitions ::: Business Not Financial Strategy ::: What the Acquirer Contributes ::: Common Core of Unity ::: Respect for the Business and Its Values ::: Provide New Top Management ::: Promote Across Lines ::: Alliances for Progress ::: Rules for Successful Alliances ::: The Temptation to Do Good ::: The Whistle-blower ::: Limits of Social Responsibility ::: Spiritual Values ::: Human Existence in Tension ::: The Unfashionable Kierkegaard ::: Return of the Demons ::: Integrating the Economic and Social ::: The Family-Managed Business ::: Rules for the Family Managed Business ::: Innovations for Maximum Opportunities ::: From Data to Information Literacy

The Effective Executive (#59 #worldview #impact)

EFFECTIVENESS: GETTING THE RIGHT THINGS

DONE

Making knowledge productive

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.

The realities of the executive’s situation

both demand

effectiveness from him

and make effectiveness

exceedingly difficult to achieve.

#60 Executive Realities

Indeed, unless executives work at becoming effective,

the realities of their situation

will push them into futility.

what exists is getting old ↓

Working in the wrong time dimension

Misdirected efforts — three stonecutters

Take a quick look at the realities of a knowledge worker outside an organization to see the problem.

A physician has by and large no problem of effectiveness.

The patient who walks into his office brings with him everything to make the physician’s knowledge effective.

During the time he is with the patient, the doctor can, as a rule, devote himself to the patient.

He can keep interruptions to a minimum.

The contribution the physician is expected to make is clear.

What is important, and what is not, is determined by whatever ails the patient.

The patient’s complaints establish the doctor’s priorities.

And the goal, the objective, is given: It is to restore the patient to health or at least to make him more comfortable.

Physicians (doctors) are not noted for their capacity to organize themselves and their work.

But few of them have much trouble being effective.

The executive in organization is in an entirely different position.

In his situation there are four major realities over which he has essentially no control.

Every one of them is built into organization #pdf and into the executive’s day and work.

The Three Stonecutters

He has no choice but to “cooperate with the inevitable.”

But every one of these realities ↓ exerts pressure toward nonresults and nonperformance.

1. The executive’s time tends to belong to everybody else

2. Executives are forced to keep on “operating” unless they take positive action

The fundamental problem is the reality around the executive.

Unless he changes it by deliberate action, the flow of events will determine what he is concerned with and what he does.

Where do I begin to read Drucker?

Conditions for Survival

3. Being within an “organization” pushes the executive toward ineffectiveness

From Command to Responsibility-based organization

4. Finally, the executive is “within” an organization

Explore → Executive realities

Organizational and 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. #intelligence

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.”

Executive realities

The Effective Executive in Action

What executives should remember (Audible)

“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

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.

Managing the Nonprofit Organization and part-one summary

Beware of good intentions

Managing Service Institutions in the Society of Organizations

Entrepreneurship in the Public-Service Institution

How to guarantee nonperformance

No one can guarantee the performance of a public service program.

But we know how to ensure non-performance with absolute certainty.

Part I : Have a Lofty Objective ::: Try to Do Several Things at Once :::
Believe That "Fat is Beautiful" ::: Don't experiment, be dogmatic :::
Make sure that you will not learn from experience ::: Inability to Abandon :::

Part II : Avoiding These Six Deadly Sins is the Prerequisite for Performance and Results → What Results Should You Expect? — A Users' Guide to MBO :::

Part III : The Lack of Concern With Performance in Public Administration Theory :::

Have a lofty objective = To use such statements as “objectives” thus makes sure that no effective work will be done. For work is always specific, always mundane, always focused. Yet without work there is non-performance. To have a chance at performance, a program needs clear targets, the attainment of which can be measured, appraised, or at least judged.

What results should you expect? — a user’s guide to MBO

Organization actions: creating change to abandonment

r-banson-pict-500

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

Drucker+ landscape exploration

ECONOMICS WITHOUT HISTORY