pyramid2dna

Key PDFs

Don't memorize, calendarize (work it out in time)

Management and the world’s work

Management’s new paradigm

From Analysis to Perception — The New Worldview ::: (HTML version)

How to guarantee non-performance

What Results Should You Expect? — A Users’ Guide to MBO

Knowledge and Technology

Peter’s Principles

Remembering Peter Drucker from the Economist

What executives should remember ::: (HTML version)

The theory of the business

Managing for business effectiveness

What business can learn from nonprofits (see chapter 13)

The new society of organizations

The information executives truly need

Managing oneself

What makes an executive effective

They asked,"What needs to be done?”

They asked,"What is right for the enterprise?”

They developed action plans.

They took responsibility for decisions.

They took responsibility for communicating.

They were focused on opportunities rather than problems.

They ran productive meetings.

They thought and said “we” rather than “I”

They are not employees, they are people (Managing in the Next Society)

The Five Deadly Business Sins

The Next Society

Our entrepreneurial economy

The principles of innovation

Organization histories

Realities

Warren Buffett

Tributes to Peter Drucker

“Cliff notes”

Management Challenges for the 21st Century intro

Management’s new paradigms

Strategy — The New Certainties

The Change Leader

Information Challenges

Knowledge-Worker Productivity

Managing Oneself

Leadership

Notes from Post-Capitalist Society

Knowledge: its economics and its productivity

What it means to be a manager & what is management?

Theory of the business

Introduction to the Executive in Action

Requisites of competitive success

Planning for uncertainty

Five business sins

Manufacturing of the future

Social sector

Five most important questions

The Educated Person

Effective Executive

Top Management: Tasks, Organization, Strategies

Productive work and achieving worker

Production systems

Pyramid-thinking by Mike Kami

Directed Brainstorming by Mike Kami

Gap Analysis by Mike Kami

For more info on any of the topics above try a Google site search

Keywords: tlnkwpdf

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

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

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

Google