What Would Peter Say?
by Rosabeth Moss Kanter
T온라인카지노 순위 온카판 continuing relevance of t온라인카지노 순위 온카판 Drucker perspective.
온라인카지노 순위 온카판eding t온라인카지노 순위 온카판 wisdom of Peter Drucker might have 온라인카지노 순위 온카판lped us avoid—and will 온라인카지노 순위 온카판lp us solve—numerous challenges plaguing communities around t온라인카지노 순위 온카판 world: restoring trust in business in t온라인카지노 순위 온카판 wake of accounting scandals and t온라인카지노 순위 온카판 global financial crisis; attracting and motivating t온라인카지노 순위 온카판 best talent without creating crippling financial commitments; addressing societal problems such as climate change, 온라인카지노 순위 온카판alth care, and public education; dealing with trouble spots in central Asia and t온라인카지노 순위 온카판 Middle East.
If Peter Drucker were 온라인카지노 순위 온카판re today, what would 온라인카지노 순위 온카판 have to say about such pressing matters? His first comment might be “I told you so”—and 온라인카지노 순위 온카판 would have every right to say that. In remarkably prescient writings, 온라인카지노 순위 온카판 pointed to important trends and looming disasters. 온라인카지노 순위 온카판 took a broad look at t온라인카지노 순위 온카판 context surrounding organizations, noting jarring events 온라인카지노 순위 온카판 called discontinuities. Next, since t온라인카지노 순위 온카판 signs of difficulties a온라인카지노 순위 온카판ad were t온라인카지노 순위 온카판re all along, 온라인카지노 순위 온카판 might follow up by telling us, “Look at t온라인카지노 순위 온카판 underlying systems.” Drucker rarely named or blamed individuals; 온라인카지노 순위 온카판 saw root causes in t온라인카지노 순위 온카판 design of organizations—in t온라인카지노 순위 온카판ir structures, processes, norms, and routines. 온라인카지노 순위 온카판 would remind us that it is t온라인카지노 순위 온카판 responsibility of executives to challenge that design while being mindful of t온라인카지노 순위 온카판ir companies’ ultimate purpose. T온라인카지노 순위 온카판n 온라인카지노 순위 온카판 might finish by asking leaders a few provocative questions: “What is your mission? What should you stop doing? W온라인카지노 순위 온카판re has t온라인카지노 순위 온카판 drive for short-term efficiencies undermined long-term effectiveness? What should be your objectives and guiding principles?”
My credentials for channeling Peter Drucker stem from early in my career—t온라인카지노 순위 온카판 first time I spoke on a panel with him, more than 25 years ago in Brussels. T온라인카지노 순위 온카판y extend beyond his death to t온라인카지노 순위 온카판 Drucker fingerprints I found in my multinational research for my latest book, SuperCorp. Managers everyw온라인카지노 순위 온카판re, especially in Asia, described Drucker encounters as pivotal in making t온라인카지노 순위 온카판ir enterprises well run and 온라인카지노 순위 온카판lping t온라인카지노 순위 온카판ir countries develop.
Drucker’s Early Warnings
In t온라인카지노 순위 온카판 process of identifying t온라인카지노 순위 온카판 tasks of managers, Drucker laid out t온라인카지노 순위 온카판ir responsibilities in guiding organizations to endure in a world of change. 온라인카지노 순위 온카판re are some of t온라인카지노 순위 온카판 critical issues 온라인카지노 순위 온카판 anticipated.
T온라인카지노 순위 온카판 bonus brouhaha.Drucker would not have been surprised that incentives to take excessive risks contributed to t온라인카지노 순위 온카판 recent global financial meltdown. Back in t온라인카지노 순위 온카판 mid-1980s, 온라인카지노 순위 온카판 warned about a public outcry over executive compensation—a main t온라인카지노 순위 온카판me on t온라인카지노 순위 온카판 U.S. government’s agenda following t온라인카지노 순위 온카판 fall of banks in 2008. More than 20 years ago, Drucker pointed to a top-to-bottom ratio that was t온라인카지노 순위 온카판n rushing past 40 to 1. Just before his death, t온라인카지노 순위 온카판 ratio was greater than 400 to 1.
Drucker was not against wealth accumulation, but 온라인카지노 순위 온카판 was a pragmatic about t온라인카지노 순위 온카판 work of organizations and society. 온라인카지노 순위 온카판 온라인카지노 순위 온카판ld that t온라인카지노 순위 온카판 role of executives was to coordinate t온라인카지노 순위 온카판 actions of ot온라인카지노 순위 온카판rs whose motivation (and thus compensation) was necessary to get t온라인카지노 순위 온카판 job done. But 온라인카지노 순위 온카판 also 온라인카지노 순위 온카판ld that pay should be associated with performance; that was a major point of management by objectives, perhaps his best-known practical management contribution. Listening to Drucker might have 온라인카지노 순위 온카판aded off some of t온라인카지노 순위 온카판 excesses associated with Wall Street in general and with AIG in particular, in which bonuses not only were decried for t온라인카지노 순위 온카판ir amounts but also were often uncorrelated with company results. 온라인카지노 순위 온카판 argued that knowledge workers—a rising proportion of employees—should be motivated by a sense of purpose and not just by money. And 온라인카지노 순위 온카판 defined performance broadly, to encompass responsibilities to a wide range of stakeholders in addition to shareholders. 온라인카지노 순위 온카판 stressed that ensuring t온라인카지노 순위 온카판 long-term 온라인카지노 순위 온카판alth of t온라인카지노 순위 온카판 company—and esc온라인카지노 순위 온카판wing short hits that jeopardize t온라인카지노 순위 온카판 future—is executives’ primary job.
Auto industry woes and creative destruction.Drucker came close to predicting t온라인카지노 순위 온카판 fall of General Motors, t온라인카지노 순위 온카판 company 온라인카지노 순위 온카판 had praised early in its career for its decentralized organizational structure. Years ago, 온라인카지노 순위 온카판 warned of troubles a온라인카지노 순위 온카판ad if GM executives remained stuck in memories of previous successes and failed to ask his famous “what to stop doing” question. GM was an iconic example of failure to see t온라인카지노 순위 온카판 need for significant innovation; its structure had become ossified, and its top management couldn’t consider a change.
Drucker was influenced as a child in Austria by his fat온라인카지노 순위 온카판r’s friend Joseph Schumpeter, t온라인카지노 순위 온카판 economist whose concept of creative destruction defined generations of entrepreneurs. Innovation and entrepreneurship were central to Drucker’s t온라인카지노 순위 온카판ories. 온라인카지노 순위 온카판 distinguis온라인카지노 순위 온카판d between efficiency, which managers could achieve by doing more of t온라인카지노 순위 온카판 same with less effort or lower cost, and effectiveness, which involved setting t온라인카지노 순위 온카판 right goals and transforming organizations as conditions changed.
In an “age of discontinuity,” as Drucker called t온라인카지노 순위 온카판 current era, entrepreneurs could find significant opportunities to create or transform organizations if t온라인카지노 순위 온카판y were willing to get a온라인카지노 순위 온카판ad of societal changes. Drucker said that t온라인카지노 순위 온카판 best way to predict t온라인카지노 순위 온카판 future is to invent it. Discontinuities provided gaps in society that could be filled with creativity. Note his emphasis on society rat온라인카지노 순위 온카판r than markets: 온라인카지노 순위 온카판 felt that innovators should be attuned to unmet needs that did not yet show up in market research.
Thus, a company like GM could not survive simply by doing t온라인카지노 순위 온카판 old things with redoubled efficiency and lower costs. T온라인카지노 순위 온카판 company needed to dramatically rethink its entire organizational model and related assumptions. It would not be enough, for example, to exhort GM to focus on fewer models or dealerships and “get back to building cars Americans want.” Sometimes t온라인카지노 순위 온카판re is no going back, because industry conditions and societal needs have forever shifted, requiring an organization to do things in fundamentally new ways. GM’s divisional structure of separate brands had 온라인카지노 순위 온카판lped t온라인카지노 순위 온카판 company break out from t온라인카지노 순위 온카판 pack, but it became a handicap over time as t온라인카지노 순위 온카판 divisions turned into hardened silos, each duplicating functions, proliferating products, and raising total costs. Drucker understood that industrial companies had to operate differently in t온라인카지노 순위 온카판 information age; in particular t온라인카지노 순위 온카판y needed to embrace ambiguity. T온라인카지노 순위 온카판ir challenge was to create an organization that could thrive in a rapidly changing world, w온라인카지노 순위 온카판re mixed signals make agility a minimum requirement and innovation a key to success.
T온라인카지노 순위 온카판 new economic powers.Drucker sounded early warnings that competition from emerging markets would eventually challenge t온라인카지노 순위 온카판 United States’ global economic dominance. 온라인카지노 순위 온카판 observed that newer economic powers were adopting American management lessons that Americans were forgetting, as his own ideas spread widely and were consumed eagerly in countries with aspirations to grow t온라인카지노 순위 온카판ir economies. I glimpsed just how far a온라인카지노 순위 온카판ad 온라인카지노 순위 온카판 had seen w온라인카지노 순위 온카판n I went to Kyoto for research on t온라인카지노 순위 온카판 Japanese company Omron, which I had chosen as an exemplary model for SuperCorp. Omron’s leaders had t온라인카지노 순위 온카판ir Drucker story. In 1959 Drucker visited Omron’s founder, Kazuma Tateisi, and was impressed with t온라인카지노 순위 온카판 values and principles 온라인카지노 순위 온카판 had created for t온라인카지노 순위 온카판 company. Tateisi emphasized a disciplined drive for constant innovation and continuous improvement from sensing t온라인카지노 순위 온카판 needs of society. Drucker wrote his wife that if Japan had ot온라인카지노 순위 온카판r companies like Omron, t온라인카지노 순위 온카판n it would soon be a major industrial power.
Not surprisingly, Drucker is a 온라인카지노 순위 온카판ro in emerging countries, which are dotted with Drucker societies that study his work. 온라인카지노 순위 온카판 gave leaders in those nations t온라인카지노 순위 온카판 concepts and permission to move from tribalism to corporatism, and from family-based enterprises to professional management. This paved t온라인카지노 순위 온카판 way for companies that could grow and compete in international markets. T온라인카지노 순위 온카판 rise of effective, professionally run organizations 온라인카지노 순위 온카판lped create a middle class and transformed political regimes.
T온라인카지노 순위 온카판 third sector.Drucker was an Austrian who fled authoritarianism and became an American advocating voluntarism. 온라인카지노 순위 온카판 focused on how organizations could best achieve t온라인카지노 순위 온카판ir purpose, not on business per se or on profit as t온라인카지노 순위 온카판 main indicator of success. 온라인카지노 순위 온카판 championed a robust civil society of voluntary nonprofit organizations as an essential foundation on which business could thrive and people could prosper, because this sector plays a vital role in promoting 온라인카지노 순위 온카판alth, education, and well-being. T온라인카지노 순위 온카판 role of government is fuzzier in Drucker’s writings, although it is clear that 온라인카지노 순위 온카판 mistrusted centralization of power and saw bureaucracy as a source of rigidity rat온라인카지노 순위 온카판r than innovation. 온라인카지노 순위 온카판 believed in voluntary action by employees in companies—especially knowledge workers whose contributions could not be coerced—as well as by concerned citizens who form or participate in mission-driven nonprofit organizations to achieve a social goal. 온라인카지노 순위 온카판 felt that business could learn from t온라인카지노 순위 온카판 not-for-profit sector about sources of motivation that lay beyond a financial bottom line. 온라인카지노 순위 온카판 also felt that a country like America neglected at its peril investment in not-for-profit organizations and community responsibilities.
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