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17 Nov 09

'The Purpose of a Business is to Create a Customer'

"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."

blogs.zdnet.com/collaboration - Preview

peterdrucker management customers knowledge ROA productivity objectives knowledgeeconomy knowledgeflow

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.
4 more annotations...
- The more the business environment changes, however, the faster the value of what you know at any point in time diminishes
- Management by objective works - if you know the objectives. Ninety percent of the time you don’t‘.
- Silos of ‘knowledge stocks’ are often being transferred into newer more powerful ‘collaboration silos’ - modern technologies used in an old fashioned way.
- Drucker’s ‘Management by Objectives‘ - participative goal setting, choosing the course of actions and decision making - works well for larger scale collaboration and is arguably more valid today than it was when he wrote about it in 1954.

Entreprise 2.0 : Les promesses du management moderne enfin tenues ?

"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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peterdrucker management knowledgeworkers participation collaboration emergence agility transparence simplicity trust entreprise2.0 management2.0

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.
La réputation dans le monde connecté est l’évaluation quantifiée de la contribution de l’individu par ses pairs.
2 more annotations...
- As our business grows, it becomes increasingly necessary to delegate responsibility and to encourage men and women to exercise their initiative. This requires considerable tolerance. Those men and women, to whom we delegate authority and responsibility, if they are good people, are going to want to do their jobs in their own way
- Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.

09 Jan 09

Corporate apocalypse - Management Today

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.

www.managementtoday.co.uk/...870435 - Preview

downturn management management2.0 garyhamel peterdrucker crisis creativity efficiency trust performance performancemanagement

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.
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.
7 more annotations...
- There are
  plenty of others. The granddaddy of Management 2.0 firms is Toyota, the
  exactly reversed image of GM: employing market pull rather than
  marketing push, economies of scope rather than scale, putting workers
  rather than computers in control of the work.
- What do such companies have in common? First, incorporation of broader
  societal concerns.
- Second, they have a determination to make their own rules.
- Third, governance for them is based on strong internal values rather
  than an external rulebook.
- Fourth is trust - an abused word, but without which no lasting
  relationship is possible.
- Finally, there's a preference for intrinsic reward - the work itself -
  over extrinsic reward.
- This list is not exclusive: finding ways to break the dead hand of
  conventional budgeting and performance management is high on the
  Management 2.0 agenda.

15 May 08

Harold Jarche » A Partnership Economy

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

www.jarche.com/...a-partnership-economy - Preview

partnership partnershipeconomy knowledgeworkers peterdrucker drucker knowledgeeconomy management