unimagined futures

Developing a work approach that is adequate to the challenges ahead
a world moving toward new and different futureS

Management Challenges for the 21st Century (by Peter Drucker)

About Peter Drucker—bibliography

Introduction
- Tomorrow's Hot topics
Management's new paradigms
- Why assumptions matter
- Assumptions that have outlived their usefulness
  - Management is business management
  - The one right organization
  - The right way to manage people
  - Technologies and end-uses are fixed and given
  - Management's scope is legally defined
  - Management's scope is politically defined
  - The inside is management's domain
- Conclusion: The center of modern society, economy, community is the managed institution as the organ of society to produce results. And management is the specific tool, the specific function, the specific instrument to make institutions capable of producing results.
  - Final paradigm: Management’s concern and management’s responsibility are everything that affect the performance of the institution and its results—whether inside or outside, whether under the institution’s control or totally beyond it.
Strategy: The new certainties
- Intro—Why strategy
- The collapsing birthrate
- The distribution of income
- The present growth industries
- Defining performance
- Global competitiveness
- The incongruence between political reality and economic reality
The change leader
- One cannot manage change
- Change policies
  - Organized improvement
  - Exploiting success
  - Creating change
  - Windows of opportunity
  - What not to do
- Piloting
- The change leader's two budgets
- Changing continuity
- Making the future
Information challenges
- The new information revolution
- From the T to the I in IT
  - Lessons of history
  - History's lesson for technologists
  - The new print revolution
- The information enterprises need
  - From cost accounting to results control
  - From legal fiction to economic reality
  - Information for wealth creation
  - Where the results are
- The information executives need for their work
  - Organizing information. No surprises
  - Going outside
Knowledge worker productivity
- The productivity of the manual worker
  - The principles of manual work productivity
  - The future of manual worker productivity
- What we know about knowledge worker productivity
  - What is the task?
- Knowledge worker as capital asset
- The technologist
- Knowledge work as a system
  - How to begin
- The governance of the corporation
Managing oneself
- What are my strengths?
- How do I perform?
- Where do I belong?
- What is my contribution?
- Relationship responsibility
- The second half of your life—the parallel career
Acknowledgements
- Not a reprint of anything that he has done before

“Time” related Peter Drucker books

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