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Controlling Tomorrow: The Management Revolution of the 21st Century
- Original title Management Challenges for the 21st Century
- Management Challenges for the 21st Century
- Drucker.
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- parallel carrier advocated
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If you understand Japanese bureaucracy.”
An organization is no longer established by authority (force). It is established by trust (trust). p224
- To Our Readers in Japan
- Introduction—Action for Tomorrow
- Chapter 1: Management Common Sense Changes—Paradigm Shift
- 1First Mistake—Management is for companies.
- 2 Second mistake—there is only one correct structure for an organization. - The “end of the hierarchy” is nonsense.
- 3 Third Mistake—There is only one right way to manage people. - Motivation of knowledge workers is the same as that of volunteers
- 4 Fourth Mistake—Technology and Needs are a Set
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The technologies that will have the greatest impact on our own industries and companies are outside our own world.
- p.27
- The story of how AT&T’s Bell Labs invented the transistor but opened it up cheaply because there was not much need for it in their company.
- Knowledge generated by in-house laboratories is no longer used only by those companies.
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The fundamental resource today is information. Unlike other resources, however, information is not subject to the principle of scarcity.
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Conversely, it follows the principle of plenitude. If you sell a book, the book will disappear from your possession. Information, on the other hand, remains after sale. In fact, the more people have it, the more valuable it becomes.
- p.31
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No good or service can be used in only one way, and conversely, no use can be tied to any good or service.
- p.31
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Management can no longer be based on technology and its applications. They are merely constraints. Management should be based on the value to the customer and the customer’s decision about spending allocations. Management strategy must start from here. p.33
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- 5 Fifth Mistake—The Scope of Management is Legally Defined
- 6 Sixth Mistake—Management is constrained by national borders.
- 7 Seventh Mistake—Management’s World is Inside the Organization
- Chapter 2: The Changing Assumptions of Business Strategy—Realities of the 21st Century
- 1Fertility Decline in Developed Countries
- 2Changes in Expenditure Allocation
- 3Corporate Governance Transformation
- 4Increasing global competition
- 5Disconnect from Political Logic
- Chapter 3: Who will change tomorrow—Change Leaders
- 1 Conditions for Change Leaders—Structure and Methodology
- 2Three taboos for change leaders
- 3Procedures and Budgets for Change Leaders
- 4Continuity and Harmony
- 5Creating the Future
- Chapter 4: Information Changes Work—The New Information Revolution
- 1From Technology (T) to Information (I)
- 2Information needed by the organization
- 3Information needed for the job
- Chapter 5: Productivity of Knowledge Labor Changes a Nation—Conditions for a Developed Nation
- 1Productivity of manual labor that produced developed countries
- 2Productivity of knowledge labor to determine the fate of developed countries
- 3Technologists are key
- 4Knowledge work as part of a system
- 5Knowledge Worker-Organizational Relationships
- Chapter 6: Managing Ourselves — How to Live Tomorrow
- 1What are our strengths?
- keep two places at once
- 3Contributions to be made
- 4Responsibilities involved in the relationship
- 5Second Life
- Appendix: Understanding the Japanese Bureaucracy
- my different opinion
- Is descent unique to Japan?
- stubbornness of the leadership
- Successful postponement strategy
- Social contract in danger of collapse
- The problem is not economic.
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