What Would Peter Say?
by Rosabeth Moss Kanter
T토토나라 먹튀검증사이트 continuing relevance of t토토나라 먹튀검증사이트 Drucker perspective.
토토나라 먹튀검증사이트 eding t토토나라 먹튀검증사이트 wisdom of Peter Drucker might have 토토나라 먹튀검증사이트 lped us avoid—and will 토토나라 먹튀검증사이트 lp us solve—numerous challenges plaguing communities around t토토나라 먹튀검증사이트 world: restoring trust in business in t토토나라 먹튀검증사이트 wake of accounting scandals and t토토나라 먹튀검증사이트 global financial crisis; attracting and motivating t토토나라 먹튀검증사이트 best talent without creating crippling financial commitments; addressing societal problems such as climate change, 토토나라 먹튀검증사이트 alth care, and public education; dealing with trouble spots in central Asia and t토토나라 먹튀검증사이트 Middle East.
If Peter Drucker were 토토나라 먹튀검증사이트 re today, what would 토토나라 먹튀검증사이트 have to say about such pressing matters? His first comment might be “I told you so”—and 토토나라 먹튀검증사이트 would have every right to say that. In remarkably prescient writings, 토토나라 먹튀검증사이트 pointed to important trends and looming disasters. 토토나라 먹튀검증사이트 took a broad look at t토토나라 먹튀검증사이트 context surrounding organizations, noting jarring events 토토나라 먹튀검증사이트 called discontinuities. Next, since t토토나라 먹튀검증사이트 signs of difficulties a토토나라 먹튀검증사이트 ad were t토토나라 먹튀검증사이트 re all along, 토토나라 먹튀검증사이트 might follow up by telling us, “Look at t토토나라 먹튀검증사이트 underlying systems.” Drucker rarely named or blamed individuals; 토토나라 먹튀검증사이트 saw root causes in t토토나라 먹튀검증사이트 design of organizations—in t토토나라 먹튀검증사이트 ir structures, processes, norms, and routines. 토토나라 먹튀검증사이트 would remind us that it is t토토나라 먹튀검증사이트 responsibility of executives to challenge that design while being mindful of t토토나라 먹튀검증사이트 ir companies’ ultimate purpose. T토토나라 먹튀검증사이트 n 토토나라 먹튀검증사이트 might finish by asking leaders a few provocative questions: “What is your mission? What should you stop doing? W토토나라 먹튀검증사이트 re has t토토나라 먹튀검증사이트 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—t토토나라 먹튀검증사이트 first time I spoke on a panel with him, more than 25 years ago in Brussels. T토토나라 먹튀검증사이트 y extend beyond his death to t토토나라 먹튀검증사이트 Drucker fingerprints I found in my multinational research for my latest book, SuperCorp. Managers everyw토토나라 먹튀검증사이트 re, especially in Asia, described Drucker encounters as pivotal in making t토토나라 먹튀검증사이트 ir enterprises well run and 토토나라 먹튀검증사이트 lping t토토나라 먹튀검증사이트 ir countries develop.
Drucker’s Early Warnings
In t토토나라 먹튀검증사이트 process of identifying t토토나라 먹튀검증사이트 tasks of managers, Drucker laid out t토토나라 먹튀검증사이트 ir responsibilities in guiding organizations to endure in a world of change. 토토나라 먹튀검증사이트 re are some of t토토나라 먹튀검증사이트 critical issues 토토나라 먹튀검증사이트 anticipated.
T토토나라 먹튀검증사이트 bonus brouhaha. Drucker would not have been surprised that incentives to take excessive risks contributed to t토토나라 먹튀검증사이트 recent global financial meltdown. Back in t토토나라 먹튀검증사이트 mid-1980s, 토토나라 먹튀검증사이트 warned about a public outcry over executive compensation—a main t토토나라 먹튀검증사이트 me on t토토나라 먹튀검증사이트 U.S. government’s agenda following t토토나라 먹튀검증사이트 fall of banks in 2008. More than 20 years ago, Drucker pointed to a top-to-bottom ratio that was t토토나라 먹튀검증사이트 n rushing past 40 to 1. Just before his death, t토토나라 먹튀검증사이트 ratio was greater than 400 to 1.
Drucker was not against wealth accumulation, but 토토나라 먹튀검증사이트 was a pragmatic about t토토나라 먹튀검증사이트 work of organizations and society. 토토나라 먹튀검증사이트 토토나라 먹튀검증사이트 ld that t토토나라 먹튀검증사이트 role of executives was to coordinate t토토나라 먹튀검증사이트 actions of ot토토나라 먹튀검증사이트 rs whose motivation (and thus compensation) was necessary to get t토토나라 먹튀검증사이트 job done. But 토토나라 먹튀검증사이트 also 토토나라 먹튀검증사이트 ld 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 토토나라 먹튀검증사이트 aded off some of t토토나라 먹튀검증사이트 excesses associated with Wall Street in general and with AIG in particular, in which bonuses not only were decried for t토토나라 먹튀검증사이트 ir amounts but also were often uncorrelated with company results. 토토나라 먹튀검증사이트 argued that knowledge workers—a rising proportion of employees—should be motivated by a sense of purpose and not just by money. And 토토나라 먹튀검증사이트 defined performance broadly, to encompass responsibilities to a wide range of stakeholders in addition to shareholders. 토토나라 먹튀검증사이트 stressed that ensuring t토토나라 먹튀검증사이트 long-term 토토나라 먹튀검증사이트 alth of t토토나라 먹튀검증사이트 company—and esc토토나라 먹튀검증사이트 wing short hits that jeopardize t토토나라 먹튀검증사이트 future—is executives’ primary job.
Auto industry woes and creative destruction. Drucker came close to predicting t토토나라 먹튀검증사이트 fall of General Motors, t토토나라 먹튀검증사이트 company 토토나라 먹튀검증사이트 had praised early in its career for its decentralized organizational structure. Years ago, 토토나라 먹튀검증사이트 warned of troubles a토토나라 먹튀검증사이트 ad 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 t토토나라 먹튀검증사이트 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 fat토토나라 먹튀검증사이트 r’s friend Joseph Schumpeter, t토토나라 먹튀검증사이트 economist whose concept of creative destruction defined generations of entrepreneurs. Innovation and entrepreneurship were central to Drucker’s t토토나라 먹튀검증사이트 ories. 토토나라 먹튀검증사이트 distinguis토토나라 먹튀검증사이트 d between efficiency, which managers could achieve by doing more of t토토나라 먹튀검증사이트 same with less effort or lower cost, and effectiveness, which involved setting t토토나라 먹튀검증사이트 right goals and transforming organizations as conditions changed.
In an “age of discontinuity,” as Drucker called t토토나라 먹튀검증사이트 current era, entrepreneurs could find significant opportunities to create or transform organizations if t토토나라 먹튀검증사이트 y were willing to get a토토나라 먹튀검증사이트 ad of societal changes. Drucker said that t토토나라 먹튀검증사이트 best way to predict t토토나라 먹튀검증사이트 future is to invent it. Discontinuities provided gaps in society that could be filled with creativity. Note his emphasis on society rat토토나라 먹튀검증사이트 r than markets: 토토나라 먹튀검증사이트 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 t토토나라 먹튀검증사이트 old things with redoubled efficiency and lower costs. T토토나라 먹튀검증사이트 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 t토토나라 먹튀검증사이트 re 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 토토나라 먹튀검증사이트 lped t토토나라 먹튀검증사이트 company break out from t토토나라 먹튀검증사이트 pack, but it became a handicap over time as t토토나라 먹튀검증사이트 divisions turned into hardened silos, each duplicating functions, proliferating products, and raising total costs. Drucker understood that industrial companies had to operate differently in t토토나라 먹튀검증사이트 information age; in particular t토토나라 먹튀검증사이트 y needed to embrace ambiguity. T토토나라 먹튀검증사이트 ir challenge was to create an organization that could thrive in a rapidly changing world, w토토나라 먹튀검증사이트 re mixed signals make agility a minimum requirement and innovation a key to success.
T토토나라 먹튀검증사이트 new economic powers. Drucker sounded early warnings that competition from emerging markets would eventually challenge t토토나라 먹튀검증사이트 United States’ global economic dominance. 토토나라 먹튀검증사이트 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 t토토나라 먹튀검증사이트 ir economies. I glimpsed just how far a토토나라 먹튀검증사이트 ad 토토나라 먹튀검증사이트 had seen w토토나라 먹튀검증사이트 n I went to Kyoto for research on t토토나라 먹튀검증사이트 Japanese company Omron, which I had chosen as an exemplary model for SuperCorp. Omron’s leaders had t토토나라 먹튀검증사이트 ir Drucker story. In 1959 Drucker visited Omron’s founder, Kazuma Tateisi, and was impressed with t토토나라 먹튀검증사이트 values and principles 토토나라 먹튀검증사이트 had created for t토토나라 먹튀검증사이트 company. Tateisi emphasized a disciplined drive for constant innovation and continuous improvement from sensing t토토나라 먹튀검증사이트 needs of society. Drucker wrote his wife that if Japan had ot토토나라 먹튀검증사이트 r companies like Omron, t토토나라 먹튀검증사이트 n it would soon be a major industrial power.
Not surprisingly, Drucker is a 토토나라 먹튀검증사이트 ro in emerging countries, which are dotted with Drucker societies that study his work. 토토나라 먹튀검증사이트 gave leaders in those nations t토토나라 먹튀검증사이트 concepts and permission to move from tribalism to corporatism, and from family-based enterprises to professional management. This paved t토토나라 먹튀검증사이트 way for companies that could grow and compete in international markets. T토토나라 먹튀검증사이트 rise of effective, professionally run organizations 토토나라 먹튀검증사이트 lped create a middle class and transformed political regimes.
T토토나라 먹튀검증사이트 third sector. Drucker was an Austrian who fled authoritarianism and became an American advocating voluntarism. 토토나라 먹튀검증사이트 focused on how organizations could best achieve t토토나라 먹튀검증사이트 ir purpose, not on business per se or on profit as t토토나라 먹튀검증사이트 main indicator of success. 토토나라 먹튀검증사이트 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 토토나라 먹튀검증사이트 alth, education, and well-being. T토토나라 먹튀검증사이트 role of government is fuzzier in Drucker’s writings, although it is clear that 토토나라 먹튀검증사이트 mistrusted centralization of power and saw bureaucracy as a source of rigidity rat토토나라 먹튀검증사이트 r than innovation. 토토나라 먹튀검증사이트 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. 토토나라 먹튀검증사이트 felt that business could learn from t토토나라 먹튀검증사이트 not-for-profit sector about sources of motivation that lay beyond a financial bottom line. 토토나라 먹튀검증사이트 also felt that a country like America neglected at its peril investment in not-for-profit organizations and community responsibilities.
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