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"Dans Au Delà Du Capitalisme, Peter Drucker offre une formidable synthèse de sa réflexion sur la société de la connaissance.
Dans cet ouvrage publié en 1993 (sous le titre original de Post Capitalist Society), le pape du management moderne propose un cheminement intellectuel passionnant, visionnaire et dont la pertinence semble être confirmée par le 21ème siècle.
#hypertextual étant drôlement sympa, ce blog vous en offre les 10 idées majeures :"
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3/ Appliquée aux tâches que l’on connait, la connaissance devient productivité. Appliquée aux nouvelles tâches, la connaissance devient innovation.
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Dans le monde post capitaliste, qui est la société de la connaissance, le savoir s’applique au savoir lui-même.
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"As a life long Drucker student, I’ve always imagined how he would have taught or wrote about Enterprise 2.0 and its impact on today’s management and companies. So I decided to turn imagination into reality (well… mine at least) and produced a presentation which I believe would have reflected Drucker’s view of Enterprise 2.0:
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"Packed full of common sense and combined with a strong sense of business’s responsibility to society, two of my favorite Drucker bumper sticker quotes are ‘Knowledge has to be improved, challenged, and increased constantly, or it vanishes‘ and ‘There is an enormous number of managers who have retired on the job‘, which somehow seem to fit together very well."
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The 200 page report systematically examines trends across 14 industries, to further explore by industry why return on assets (ROA) for U.S. public companies has declined by 75 percent since 1965. John Hagel has fleshed out on his blog a summary of the key perspectives emerging from their industry analysis under the following headings:
* Deterioration in performance is widespread
* Advances in labor productivity fail to improve return on assets
* Innovation, at least as traditionally defined, does not appear to offer a solution
* Traditional measures of competitive intensity understate the challenge
* Worker passion is at very low levels across all industries -
Twentieth-century institutions built and protected knowledge stocks—proprietary resources that no one else could access.
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"Peter Drucker est le premier à définir le Knowledge Worker en 1929. L’excellent David Weinberger (un des terroristes du Cluetrain Manifesto) peut bien dire qu’il s’agit là d’une définition pompeuse, elle n’en reste pas moins prodigieusement visionnaire. Toute sa théorie sur les organisations du XXème siècle est articulée autour de ce travailleur de la connaissance."
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Cette notion de management participatif est aussi au coeur de la reflexion de Peter Drucker :
Most discussions of decision making assume that only senior executives make decisions or that only senior executives’ decisions matter. This is a dangerous mistake.
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La réputation dans le monde connecté est l’évaluation quantifiée de la contribution de l’individu par ses pairs.
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The bomb that has blown up the heart of the world's financial system was not primarily financial. It's true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.
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This is the challenge for Management 2.0: reorienting management from compliance to creativity, from flogging efficiencies out of existing resources to generating new ones, from zero-sum to positive-sum by recognising, as Hamel says, the commonsense proposition that in the long term the corporation can only prosper if employees, suppliers, the community and indeed the planet do too.
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First, many of the 'grand challenges' put forward in the discussions - the need for companies to articulate a purpose beyond making money (a conference near-consensus), distributed leadership and strategy- making, the fostering of community and citizenship, building trust - are not new at all. It's more that they have been driven to the periphery of management concerns by the treadmill of Management 1.0.
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Increasingly, performance in these new knowledge-based industries will come to depend on running the institution so as to attract, hold, and motivate knowledge workers. When this can no longer be done by satisfying knowledge workers’ greed, as we are now trying to do, it will have to be done by satisfying their values, and by giving them social recognition and social power
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