The New Realities by Peter F Drucker

The New Realities by Peter F Drucker

Firnando Chau Review

The Effective Executive by Peter Drucker

The Effective Executive by Peter Drucker

About the Book:-

Paperback: 208 pages

Publisher: Harper Paperbacks; Revised edition (January 3, 2006)

Language: English

ISBN-10: 0060833459

ISBN-13: 978-0060833459

From the Publisher:


What makes an effective executive?

The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results. Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision-making

Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.


About the Author

Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.

Managing In The Next Society by Peter F Drucker

Managing In The Next Society by Peter F Drucker

Firnando Chau Review



Table of Contents
Preface
Part I The Information Society
1 Beyond the Information Revolution
2 The Exploding World of the Internet
3 From Computer Literacy to Information Literacy
4 E-Commerce: The Central Challenge
5 The New Economy Isn't Here Yet
6 The CEO in the New Millennium
Part II Business Opportunities
7 Entrepreneurs and Innovation
8 They're Not Employees, They're People
9 Financial Services: Innovate or Die
10 Moving Beyond Capitalism?
Part III The Changing World Economy
11 The Rise of the Great Institutions
12 The Global Economy and the Nation-State
13 It's the Society, Stupid
14 On Civilizing the City
Part IV The Next Society
15 The Next Society
The New Demographics
The New Workforce
The Manufacturing Paradox
Will the Corporation Survive?
The Future of Top Management
The Way Ahead
Acknowledgments
Index

Innovation And Entrepreneurship by Peter F Drucker

Innovation And Entrepreneurship by Peter F Drucker

Firnando Chau Review


The Content are:
Foreword
Preface
Introduction: The entrepreneurial economy
Part I: The practice of innovation
1. Systematic Entrepreneurship
2. Purposeful Innovation and the Seven Sources for Innovative Opportunity
3. Source: The Unexpected
4. Source: Incongruities
5. Source: Process Need
6. Source: Industry and Market Structures
7. Source: Demographics
8. Source: Changes in Perception
9. Source: New Knowledge
10. The Bright Idea
11. Principles of Innovation
Part II: The practice of entrepreneurship
12. Entrepreneurial Management
13. The Entrepreneurial Business
14. Entrepreneurship in the Service Institution
15. The New Venture
Part III: Entrepreneurial strategies
16. 'Fustest with the Mostest'
17. 'Hit them Where They Ain't'
18. Ecological Niches
19. Changing Values and Characteristics 
Conclusion: The entrepreneurial society
Suggested readings
Index


--Start--

The Content are:

Foreword

Preface

Introduction: The entrepreneurial economy

Part I: The practice of innovation

Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service. It is capable of being presented as a discipline, capable of being learned, capable of being practised.  Entrepreneurs need to search purposefully for the sources of innovation, the changes and their symptoms that indicate opportunities for successful innovation. And they need to know and to apply the principles of successful innovation.

1. Systematic Entrepreneurship

2. Purposeful Innovation and the Seven Sources for Innovative Opportunity

3. Source: The Unexpected

i. The Unexpected Success

ii. The Unexpected Failure

iii. The Unexpected Outside Event

4. Source: Incongruities

i. Incongruous Economic Realities

ii. The Incongruity Between Reality and the Assumptions About It

iii. The Incongruity Between Perceived and Actual Customer Values and Expectations

iv. Incongruity Within the Rhythm or Logic of a Process

5. Source: Process Need

* Successful innovations based on process needs require five basic criteria:

1. A Self-contained Process

2. One “weak” or “missing” link

3. A clear definition of the objective

4. That the specification for the solution can be defined clearly

5. Widespread realization that “there ought to be a better way”, that is high receptivity.

3 Important Caveats

1.   The need must be understood.

2.   We may understand a process and still not have the knowledge to do the job.

3.   The Solution must fit the way people do the work and want to do it.

6. Source: Industry and Market Structures

i. The Automobile Story

ii. The Opportunity

iii. When Industry Structure Changes

7. Source: Demographics

8. Source: Changes in Perception

i. “The Glass is Half Full”

ii. The Problem of Timing

9. Source: New Knowledge

i. The Characteristics of Knowledge-Based Innovation

* 2 Characteristics:

1) Longest Lead Time

- Emergence of new knowledge and its becoming applicable to technology;

- The new technology turns into products, processes, or services in the marketplace.

2)  Convergences

ii. What Knowledge-Based Innovation Requires

iii. The Unique Risks

* 2 Important Implications

1) Science-based and technology-based innovators alike find time working against them.

2) Because the “Window” is much more crowded, any one knowledge-based innovator has far less chance of survival.

* The Shakeout

* The Receptivity Gamble

10. The Bright Idea

11. Principles of Innovation

i. The Principles of Innovation

ii. The Dos

1) Purposeful, systematic innovation begins with the analysis of the opportunities.

2) Innovation is both conceptual and perceptual

3) An innovation, to be effective, has to be simple and it has to be focused.

4) Effective innovations start small

5) A Successful innovation aims at leadership

iii. The Don’ts

1) Simply not to try to be clever

2) Don’t diversity, don’t splinter, don’t try to do too many things at once.

3) Don’t try to innovate for the future

* Three Conditions:-

1) Innovation is work.  It requires knowledge. It often requires great ingenuity.

2) To succeed, innovators must build on their strengths. Successful innovators look at opportunities over a wide range.

3) Innovation is an effect in economy and society, a change in the behaviour of customers, of teachers, of farmers, of eye surgeons – of people in general.

* The Conservative Innovator, They are not “risk-focused; they are “opportunity focused”.

Part II: The practice of entrepreneurship

The entrepreneurial requires different management from the existing. But like the existing it requires systematic, organized, purposeful management.  And while the ground rules are the same for every entrepreneurial organization, the existing business, the public-service institution, and the new venture present different challenges, have different problems, and have to guard against different degenerative tendencies.  There is need also for individual entrepreneurs to face up to decisions regarding their own roles and their own commitments.

12. Entrepreneurial Management

* Existing Business

* The Public-Service Institution

* The New Venture

13. The Entrepreneurial Business

i. Misunderstanding that “Big Businesses Don’t Innovate”.

ii. Entrepreneurial Policies

Question: How can we make the organization receptive to innovation, want innovation, reach for it, work for it?

Answer:

1) Innovation, rather than holding on to what already exists, must be made attractive and beneficial to managers.

2) The importance of the need for innovation and the dimensions of its time frame must be both defined and spelled out.

3) There needs to be an innovation plan, with specific objectives laid out.

Question: What are specific objectives?

Answer:

1) A Systematic policy of abandoning whatever is outworn, obsolete, no longer productive, as well as the mistakes, failures, and misdirections of effort.

2) Make an existing business “greedy for new things”, to face up to the fact that all existing products, services, markets, distributive channels, processes, technologies, all have limited – and usually short – health and life expectancies.

3) The Business X-Ray furnishes the information needed to define how much innovation a given business requires, in what areas, and within what time frame.

4) Systematic Abandoment; the Business X-Ray of the existing business, its products, its services, its markets, its technologies; and the definition of innovation gap and innovation need – these together enable a company to formulate an entrepreneurial plan with objectives for innovation and deadlines.

iii. Entrepreneurial Practices

Managerial practices for existing business

1)  Focusing managerial vision on opportunity

2) To generate an entrepreneurial spirit throughout its entire management group.

3) A Session – informal but scheduled and well prepared – in which a member of the top management group sits down with the junior people from research, engineering, manufacturing, marketing, accounting and so on.

iv. Measuring Innovative Performance

1) Builds into each innovative project feedback from results to expectations.

2) Develop a systematic review of innovative efforts all together.

3) Entrepreneurial management entails judging the company’s total innovative performance against the company’s innovative objectives, against its performance and standing in the market and against its performance as a business all together.

v. Structures

1) The new innovative, has to be organized separately from the old and existing.

2) There has to be a special locus for the new venture within the organization, and it has to be pretty high up.

3) A new innovative is best set up separately: to keep away from it the burdens it cannot yet carry.

4) Individual compensation, the returns on innovation.

5) A person or a component group should be held clearly accountable.

vi. Staffing

vii. The Don’ts

1) The most important caveat is not to mix managerial units and entrepreneurial ones.

2) Innovation had better not be “diversification”, because innovative efforts that take the existing business out of its own field are rarely successful.

3) Acquisitions rarely work unless the company that does the acquiring is willing and able within a fairly short time to furnish management to the acquisition.

14. Entrepreneurship in the Service Institution

i. Public-Service Institution & its obstacles

1) The institution is based on a “budget” rather than being paid out of its results.

2) Dependent on a multitude of constituents

3) Exist with their mission as a moral absolute rather than as economic and subject to a cost/benefit calculus.

ii. Entrepreneurial Policies

1) Needs a clear definition of its mission.

2) Needs a realistic statement of goals

3) Failure to achieve objectives should be considered an indication that the objective is wrong or at least defined wrongly.

4) Need to build into their policies and practices the constant search for innovative opportunity.

iii. The Need to Innovate

15. The New Venture

i. The Need for Market Focus

ii. Financial Foresight

iii. Building a Top Management Team

iv. “Where Can I Contribute?”

* The Need for Outside Advice

Part III: Entrepreneurial strategies

Just as entrepreneurship requires entrepreneurial management, that is, practices and policies within the enterprise, so it requires practices and policies outside, in the marketplace. It requires entrepreneurial strategies.

16. 'Fustest with the Mostest'

i. Creative Imitation

ii. Entrepreneurial Judo

17. 'Hit them Where They Ain't'

18. Ecological Niches

i. The Toll-Gate Strategy

ii. The Speciality Skill

iii. The Speciality Market

19. Changing Values and Characteristics 

i. Creating Customer Utility

ii. Pricing

iii. The Customer’s Reality

iv. Delivering Value to the Customer

Conclusion: The entrepreneurial society

i. Innovation and Entrepreneurship are needed in society as much as in the economy.

ii. What will Not Work

iii. The Social Innovations Needed

iv. The New Tasks

v. The Individual in Entrepreneurial Society

Suggested readings

Index

--End--

The World According to Peter Drucker by Jack Beatty

The World According to Peter Drucker by Jack Beatty

About the Book:-
Hardcover, 204 pages 
Publisher: The Free Press,Simon & Schuster Adult Publishing Group, Jan 1998
ISBN-13: 9780684838014
ISBN: 068483801X


Firnando Chau Review


Table of Contents:-
Acknowledgments
Prologue
1. A Singular Education
2. "I Write"
3. In Search of the New Society
4. Inside GM
5. The Basic Disturbance of the Twentieth Century
6. Inventing Management
7. The Age of Discontinuity
8. Bring Your Own Machete
9. "God Does Not Need a Management Consultant"
Notes
Indexed List of Books by Peter Drucker
--


About the Boook


Peter Drucker is arguably the most influential architect of today's corporate society. Yet no concise overview of his life and work has ever appeared—until now. Creating a Drucker primer as much as a biography, Jack Beatty has distilled the essence of Drucker's beliefs and strategies into one engaging volume. Spanning Drucker's childhood in Vienna during the first world war, through his first American teaching jobs when raging factions debated the best form of government (if any), to his immersion in modern management theory using General Motors as a model, and finally, to the era of downsizing facing his Fortune 500 clients, The World According to Peter Drucker also captures our own corporate evolution in this century.


About the Author


Jack Beatty is a Senior Editor at the Atlantic Monthly, where he has edited several of Peter Drucker's Articles, and the author of The Rascal King, a biography of the legendary Irish-American Politician James Michael Curley that John Kenneth Galbraith described as "truly brilliant"