Management, Revised Edition

by Peter Drucker with Joseph A. Maciariello

Amazon Links: Management Rev Ed and Management Cases, Revised Edition

See contents of Management Cases, Revised Edition

Tweet

Contact me (bobembry)

Bookmark this on Delicious

Donation: Click the button below to make a donation through PayPal. Just a few dollars helps with the books, software, web site hosting, and the time devoted to enhancing the work approach blue print available on this site. See the text site map for a view of the site's unique scope and resources. Also see links to external resources on my delicious page

… It also follows that managing a business must be a creative rather than an adaptive task. The more a management creates economic conditions or changes them rather than passively adapts to them, the more it manages the business (same concept applies to non-business institutions)—Management: Tasks, Responsibilities, Practices. More on this theme in "What do you want to be remembered for?"

This is a WHAT TO DO book not "how to do it." It is not just for reading, but for doing—what and when at multiple points in the future.

This book doesn't offer fine-tuning tips and techniques to superimpose on an existing organization. It is not about how to operate a better blacksmith or candle-making shop, run a railroad, or improve AT&T of the 1960s—that's so yesterday. All of the preceding are gone—and for a reason. They outlived their usefulness.

This book addresses being a core organization in a "society of organizations" moving in time. This is a book about making a contribution to society—a contribution that matters at different points in the future.

The vacuum that many inside-out institutions filled no longer exists and they need to move on.

You might want to evaluate your performance level in each of the topic areas below. Are you world-class? Are you number 1 or 2 in the world? Do you have world-class management practices? What about tomorrowS? What are the questions that you need to ask?

Good football coaches have a playbook—plays they have thought out in advance. They also have a play sheet they carry along the side lines. They have to use experience and judgement in which actual plays to use. There has to be constant adjustment to the actual situation. These ideas also apply in a society of organizations, but there are gigantic differences. Unforeseen competitors and challenges can come from nowhere.

How Hewlett-Packard Lost the HP Way (Three CEOs in six years, boardroom changes, and other contributers to disfunction)

Who Says Elephants Can't Dance?: Leading a Great Enterprise (IBM) through Dramatic Change starting with their near bankruptcy.

Amazon link: How The Mighty Fall: And Why Some Companies Never Give In

About Peter Drucker

Remembering Drucker (Four years after his death, Peter Drucker remains the king of the management gurus) from The Economist

Contents of Revised Edition of Management: Tasks, Responsibilities, Practices by Peter Drucker

Peter Drucker's Legacy

During a discussion in graduate school, a professor challenged my first-year class: managers and leaders—are they different?

The conversation unfolded something like this:

---

"Leaders set the vision; managers just figure out how to get there," said one student.

---

"Leaders inspire and motivate, whereas managers keep things organized," said another.

---

"Leaders elevate people to the highest values.

Managers manage the details."

---

The discussion revealed an underlying worship of "leadership" and a disdain for "management." Leaders are inspired.

Leaders are large.

Leaders are the kids with black leather jackets, sunglasses, and sheer unadulterated cool.

Managers, well, they're the somewhat nerdy kids, decidedly less interesting, lacking charisma.

And of course, we all wanted to be leaders, and leave the drudgery of management to others.

---

We could not have been more misguided and juvenile in our thinking.

As Peter Drucker shows right here, in these pages, the very best leaders are first and foremost effective managers.

Those who seek to lead but fail to manage will become either irrelevant or dangerous, not only to their organizations, but to society.

---

Business and social entrepreneur Bob Buford once observed that Drucker contributed as much to the triumph of free society as any other individual.

I agree.

For free society to function we must have high-performing, self-governed institutions in every sector, not just in business, but equally in the social sectors.

Without that, as Drucker himself pointed out, the only workable alternative is totalitarian tyranny.

Strong institutions, in turn, depend directly on excellent management, and no individual had a greater impact on the practice of management and no single book captures its essence better than his seminal text, Management.

---

My first encounter with Drucker's impact came at Stanford in the early 1990s, when Jerry Porras and I researched the great corporations of the twentieth century.

The more we dug into the formative stages and inflection points of companies like General Electric, Johnson & Johnson, Procter & Gamble, Hewlett-Packard, Merck and Motorola, the more we saw Drucker's intellectual fingerprints.

David Packard's notes and speeches from the foundation years at HP so mirrored Drucker's writings that I conjured an image of Packard giving management sermons with a classic Drucker text in hand.

When we finished our research, Jerry and I struggled to name our book, rejecting more than 100 titles.

Finally in frustration I blurted, Why don't we just name it Drucker Was Right, and we're done!" (We later named the book Built to Last.)

---

What accounts for Drucker's enormous impact?

I believe the answer lies not just in his specific ideas, but in his entire approach to ideas, composed of four elements:

1. He looked out the window, not in the mirror

2. He started first—and always—with results

3. He asked audacious questions

4. He infused all his work with a concern and compassion for the individual.

I once had a conversation with a faculty colleague about the thinkers who had influenced us.

I mentioned Drucker.

My colleague wrinkled his nose, and said: "Drucker?

But he's so practical."

Drucker would have loved that moment of disdain, reveling in being criticized for the fact that his ideas worked.

They worked because he derived them by precise observation of empirical facts.

He pushed always to look out there, in the world, to derive ideas, challenging himself and his students to "Look out the window, not in the mirror!"

Drucker falls in line with thinkers like Darwin, Freud and Taylor—empiricists all.

Darwin wrote copious notebooks, pages and pages about pigeons and turtles.

Freud used his therapeutic practice as a laboratory.

Taylor conducted empirical experiments, systematically tracking thousands of details.

Like them, Drucker immersed himself in empirical acts and then asked, "What underlying principle explains these facts, and how can we harness that principle?"

---

Drucker belonged to the church of results.

Instead of starting with an almost religious belief in a particular category of answers—a belief in leadership, or culture, or information, or innovation, or decentralization, or marketing, or strategy, or any other category—Drucker began first with the question "what accounts for superior results?" and then derived answers.

He started with the outputs—the definitions and markers of success—and worked to discover the inputs, not the other way around.

And then he preached the religion of results to his students and clients, not just to business corporations but equally to government and the social sectors.

The more noble your mission, the more he demanded: what will define superior performance?


"Good intentions," he would seemingly yell without ever raising his voice, "are no excuse for incompetence."

---

And yet while practical and empirical, Drucker never became technical or trivial, nor did he succumb to the trend in modern academia to answer (in the words of the late John Gardner) "questions of increasing irrelevance with increasing precision."

By remaining a professor of management—not as a science, but as a liberal art he gave himself the freedom to pursue audacious questions.

My first reading of Drucker came on vacation in Monterey, California.

My wife and I embarked on one of our adventure walks through a used book store, treasure hunting for unexpected gems.

I came across a beaten-up, dog-eared copy of Concept of the Corporation, expecting a tutorial on how to build a company.

But within a few pages, I realized that it asked a much bigger question: what is the proper role of the corporation at this stage of civilization?

Drucker had been invited to observe General Motors from the inside, and the more he saw, the more disturbed he became.

"General Motors … can be seen as the triumph and the failure of the technocrat manager," he later wrote.

"In terms of sales and profits [GM) has succeeded admirably … But it has also failed abysmally—in terms of public reputation, of public esteem, of acceptance by the public."

Drucker passionately believed in management not as a technocratic exercise, but as a profession with a noble calling, just like the very best of medicine and law.

---

Drucker could be acerbic and impatient, a curmudgeon.

But behind the prickly surface, and behind every page in his works, stands a man with tremendous compassion for the individual.

He sought not just to make our economy more productive, but to make all of society more productive and more humane.

To view other human beings as merely a means to an end, rather than as ends in themselves, struck Drucker as profoundly immoral.

And as much as he wrote about institutions and society, I believe that he cared most deeply about the individual.

---

I personally experienced Drucker's concern and compassion in 1994, when I found myself at a crossroads, trying to decide whether to jettison a traditional path in favor of carving my own.

I mentioned to an editor for Industry Week that I admired Peter Drucker.

"I recently interviewed Peter," he said, "and I'd be happy to ask if he'd be willing to spend some time with you."

---

I never expected anything to come of it, but one day I got a message on my answering machine.

"This is Peter Drucker"—slow, deliberate, in an Austrian accent—"I would be very pleased to spend a day with you, Mr. Collins.

Please give me a call."

We set a date for December, and I flew to Claremont, California.

Drucker welcomed me into his home, enveloping my extended hand into two of his.

"Mr. Collins, so very pleased to meet you.

Please come inside."

He invested the better part of a day sitting in his favorite wicker chair, asking questions, teaching, guiding, and challenging.

I made a pilgrimage to Claremont seeking wisdom from the greatest management thinker, and I came away feeling that I'd met a compassionate and generous human being who—almost as a side benefit—was a prolific genius.

---

There are two ways to change the world: the pen (the use of ideas) and the sword (the use of power).

Drucker chose the pen, and thereby rewired the brains of thousands who carry the sword.

Those who choose the pen have an advantage over those who wield the sword: the written word never dies.

If you never had the privilege to meet Peter Drucker during his lifetime, you can get to know him in these pages.

You can converse with him.

You can write notes to him in the margins.

You can argue with him, be irritated by him, and inspired.

He can mentor you, if you let him, teach you, challenge you, change you—and through you, the world you touch. (calendarize this)

---

Peter Drucker shined a light in a dark and chaotic world, and his words remain as relevant today as when he banged them out on his cranky typewriter decades ago.

They deserve to be read by every person of responsibility, now, tomorrow, ten years from now, fifty and a hundred.

That free society triumphed in the twentieth century guarantees nothing about its triumph in the twenty-first; centralized tyranny remains a potent rival, and the weight of history is not on our side.

When young people ask, "What can I do to make a difference?" one of the best answers lies right here in this book.

Get your hands on an organization aligned with your passion, if not in business, then in the social sectors.

If you can't find one, start one.

And then lead it—through the practice of management—to deliver extraordinary results and to make such a distinctive impact that you multiply your own impact by a thousand-fold. (calendarize this?)

Jim Collins
Boulder, Colorado
December, 2007

Preface

What will future historians consider the most important event of the twentieth century:

The two World Wars?

The atomic bomb?

The rise of Japan to be the first non-Western great economic power?

The information revolution?

The demographic revolutions that occurred in the twentieth century—revolutions that have profoundly changed the world's human landscape and that have no precedents.

And I mean not only the quantitative change: the explosive growth of population in the twentieth century and the equally explosive extension of life spans resulting in an aging population in all developed and in most emerging countries.

Equally important, indeed perhaps more important, was the qualitative change: the unprecedented transformation of the workforce in all developed countries, from one doing largely unskilled, manual work, to one doing knowledge work.

---

At the beginning of the twentieth century, ninety out of every hundred people in the working population in every country were manual workers, farmers and their hired hands, domestic servants, factory workers, miners, or construction workers.

And life expectancies, especially work-life expectancies, were so low that a majority of working people were disabled well before they reached what was then the threshold of old age, that is, age fifty.

---

But while the life expectancy of the individual and especially the individual knowledge worker has risen beyond anything anybody could have foretold at the beginning of the twentieth century, the life expectancy of the employing institution has been going down, and is likely to keep going down.

Or rather, the number of years has been shrinking during which an employing institution—and especially a business enterprise—can expect to stay successful.

This period was never very long.

Historically, very few businesses were successful for as long as thirty years in a row.

To be sure, not all businesses ceased to exist when they ceased to do well.

But the ones that survived beyond thirty years usually entered into a long period of stagnation—and only rarely did they turn around again and once more become successful growth businesses.

---

Thus, while the life expectancies and especially the working-life expectancies of the individual and especially of the knowledge worker have been expanding very rapidly, the life expectancy of the employing organizations has actually been going down.

And—in a period of very rapid technological change, of increasing competition because of globalization, of tremendous innovation—the successful life-expectancies of employing institutions are almost certain to continue to go down.

More and more people, and especially knowledge workers, can therefore expect to outlive their employing organizations and to have to be prepared to develop new careers, new skills, new social identities, new relationships, for the second half of their lives.

---

And now the largest single group in the workforce in all developed countries is knowledge workers rather than manual workers.

At the beginning of the twentieth century, knowledge workers in any country, even the most highly developed ones, were very scarce.

I doubt that there was any country in which they exceeded 2 or 3 percent of the working population.

Now, in the United States, they account for around 33 percent of the working population.

By the year 2020, they will account for about the same proportion in Japan and in Western Europe.

They are something we have never seen before.

These knowledge workers own their means of production, for they own their knowledge.

And their knowledge is portable; it is between their ears.

---

For untold millennia, there were no choices for the overwhelming majority of people in any country.

A farmer's son became a farmer.

A craftsman's son became a craftsman, and a craftsman's daughter married a craftsman; a factory worker's son or daughter went to work in a factory.

Whatever mobility there was was downward mobility.

In the 250 years of Tokugawa rule in Japan, for instance, very few people advanced from being commoners to being samurai—that is, privileged warriors.

An enormous number of samurai, however, lost their status and became commoners, that is, moved down.

The same was true all over the world.

Even in the most mobile of countries, the early twentieth-century United States, upward mobility was still the exception.

We have figures from the early 1900s until 1950 or 1955.

They show conclusively that at least nine out of every ten executives and professionals were themselves the sons of executives and professionals.

Only one out of every ten executives or professionals came from the "lower orders" (as they were then called).

---

The business enterprise, as it was invented around 1860 or 1870—and it was an invention that had little precedent in history—was such a radical innovation precisely because there was upward mobility within it for a few people.

This was the reason why the business enterprise ruptured the old communities—the rural village, the small town, or the craft guild.

---

But even the business enterprise, as it was first developed, tried to become a traditional community.

It is commonly believed—in Japan as well as in the West—that the large Japanese company with its lifetime employment is some thing that exists only in Japan and expresses specific Japanese values.

Apart from the fact that this is historical nonsense—lifetime employment in Japan even for white collar, salaried employees was a twentieth-century invention and did not exist before the end of Meiji (that is, before the twentieth century)—the large business enterprise in the West was not very different.

Anyone who worked as a salaried employee for a large company in Germany, Great Britain, the United States, Switzerland, and so on had, in effect, lifetime employment.

And even a salaried employee above the entry level in such a company considered himself "a company man" and identified himself with the company.

He—and of course in those days they were all men—was a "Siemens Man" in Germany or a "General Electric Man" in the United States.

Most of the big companies all over the West, just like the Japanese companies, hired people for only the entrance positions, and they expected them to stay until they died or retired.

In fact, the Germans, with their passion for codifying everything, even created a category for such people.

They were called "private civil servants" (Privatbeamte).

Socially, they ranked below civil servants.

But legally, they had the same job security and, in effect, lifetime employment—with the implicit assumption that they, in turn, would be committed to their employer for their entire working life and career.

The Japanese company as it was finally formulated in the 1950s or early 1960s was, in other words, simply the most highly structured and most visible expression of the large business enterprise as it had been first developed in the late nineteenth-century and then reached full maturity in the first half of the twentieth century.

---

The early nineteenth-century business—and even the mid-nineteenth-century business—derived success from low costs.

Successfully managing a business meant being able to produce the same commodities everybody else produced but at lower cost.

In the twentieth century this then changed to what we now call "strategy" or analysis for the purpose of creating competitive advantage.

I may claim to have been the first one to point this out, in a 1964 book called Managing for Results.

But by that time a shift was already underway to another basic foundation: knowledge.

I had realized that in 1959—and the first result of this realization was my book The Effective Executive (1966).

It was in that book that the shift to the knowledge worker was foreshadowed and its implication for the business first analyzed.

---

The knowledge worker, to repeat, differs from any earlier worker in two major aspects.

First, the knowledge worker owns the means of production and they are portable.

Second, he or she is likely to outlive any employing organization.

Add to this that knowledge work is very different in character from earlier forms of work.

It is effective only if highly specialized.

What makes a brain surgeon effective is that he is a specialist in brain surgery.

By the same token, however, he probably could not repair a damaged knee.

And he certainly would be helpless if confronted with a tropical parasite in the blood.

---

This is true for all knowledge work.

"Generalists"—and this is what the traditional business enterprise, including the Japanese companies, tried to develop—are of limited use in a knowledge economy.

In fact, they are productive only if they themselves become specialists in managing knowledge and knowledge workers.

This, however, also means that knowledge workers, no matter how much we talk about "loyalty," will increasingly and of necessity see their knowledge area—that is, their specialization rather than the employing organization—as what identifies and characterizes them.

Their community will increasingly be people who share the same highly specialized knowledge, no matter where they work or for whom.

---

In the United States, as late as the 1950s or 1960s, when meeting somebody at a party and asking him what he did, one would get the answer, "I work for General Electric" or "for Citibank" or for some other employing organization.

In other words, one would get exactly the same kind of answer in Germany, in Great Britain, in France, and in any other developed country.

Today, in the United States, if one asks someone whom one meets at a party, "What do you do?" the answer is likely to be, "I am a metallurgist" or "I am a tax specialist" or "I am a software designer."

In other words, in the United States, at least, knowledge workers no longer identify themselves with an employer.

They identify themselves with a knowledge area.

The same is increasingly true in Japan, certainly among the younger people.

---

This is more likely to change the organization of the future, and especially the business enterprise, than technology, information, or e-commerce.

---

Since 1959, when I first realized that this change was about to happen, I consciously worked at thinking through the meaning of this tremendous change, and especially the meaning for individuals.

For not only is it individuals who will have to convert this change into opportunity for themselves, for their careers, for their achievement, for their identification and fulfillment.

It is the individual knowledge worker who, in large measure, will determine what the organization of the future will look like and which kind of organization of the future will be successful. (calendarize this?)

---

What do you want to be remembered for?

---

There is as a consequence only one satisfactory definition of management, whether we talk of a business, a government agency, or a nonprofit organization: to make human resources productive. (the contents of this book spread over decades through several stages of development)

It will increasingly be the only way to gain competitive advantage.

Of the traditional resources of the economist—land, labor, and capital—none anymore truly confers a competitive advantage.

To be sure, not to be able to use these resources as well as anyone else is a tremendous competitive disadvantage.

But every business has access to the same raw materials at the same price.

Access to money is worldwide.

And manual labor, the traditional third resource, has become a relatively unimportant factor in most enterprises.

Even in traditional manufacturing industries, labor costs are no more than 12 or 13 percent of total costs, so that even a very substantial advantage in labor costs (say a 5 percent advantage) results in a negligible competitive advantage except in a very small and shrinking number of highly labor-intensive industries (e.g., knitting woolen sweaters).

The only meaningful competitive advantage is the productivity of the knowledge worker.

And that is very largely in the hands of the knowledge worker rather than in the hands of management.

Knowledge workers will increasingly determine the shape of the successful employing organizations.

---

Larger

What this implies is basically the topic of this book.

These are very new demands.

To satisfy them will increasingly be the key to success and survival for the individual and enterprise alike.

To enable its readers to be among the successes—as executives in their organization, in managing themselves and others—is the primary aim of the revised edition of this book.

---

I suggest you read one chapter at a time—it is a long book.

And then first ask, "What do these issues, these challenges, mean for our organization and for me as a knowledge worker, a professional, an executive?"

Once you have thought this through, ask,

"What action should our organization and I, the individual knowledge worker and/or executive, take to make the challenges of this chapter into opportunities for our organization and me?"

What management will we need from here on out? When do we start? And after that?

Organization Evolution

Larger view

Thinking Broad and Thinking Detailed

The concepts and ideas presented here represent "constitutional" thinking.

They are not just "tips" to be layered on existing operations and activities.

There are multiple time dimensions here.

Consider the life story of Apple.
As they were doing things
they were embedded in a world doing things.

Calendarize this book? Concepts to daily action

Also see Built to Last: Successful Habits of Visionary Companies by Jim Collins and Jerry I. Porras and

Good to Great: Why Some Companies Make the Leap … and Others Don't

Management is a discipline and a practice

It is polycentric—it has many centers and interrelated elements.

It is, therefore, very difficult to master this subject by mastering individual chapters in a linear way.

One must integrate the elements into a working framework, as the whole is greater and different than the sum of its parts.

Each of the ten parts of this book is related to one or more other parts.

Each chapter is a part of the whole—the "words—but the music, if you will, comes from seeing management as an organic whole.

---

This introduction describes these interrelated elements of management as a system.

Figure 1 provides a road map that relates each element to the whole subject.

Each element is the subject of one or more chapters in this book.

Seek to understand and apply the subject of management as an organic whole and not merely as a set of isolated elements.

This portrayal of management as an organic whole is consistent with the view expressed in the original text where Peter Drucker explains the nature of organizations and management:

There is one fundamental insight underlying all management science.

It is that the business enterprise is a system of the highest order: a system the parts of which are human beings contributing voluntarily of their knowledge, skill, and dedication to a joint venture.

And one thing characterizes all genuine systems, whether they be mechanical, like the control of a missile, biological like a tree, or social like the business enterprise:

it is interdependence.

The whole of a system is not necessarily improved if one particular function or part is improved or made more efficient.

In fact, the system may well be damaged thereby, or even destroyed.

In some cases the best way to strengthen the system may be to weaken a part—to make it less precise or less efficient.

For what matters in any system is the performance of the whole; this is the result of growth and of dynamic balance, adjustment, and integration rather than of mere technical efficiency (p. 508, Management: Tasks, Responsibilities, Practices).

Figure 1 provides a systems view of this revised edition.

The diagram and the material in this chapter will help you navigate, absorb, and apply the material contained in this book.

The elements and chapters in the book are most effectively viewed as an organic whole, an interrelated system of elements that encompass responsibilities, tasks, and practices.

These elements taken together create the basis for the practice of management.

Larger

Larger

As much as I admire this work, the material above is not the complete story — see below. Try to make sure that you don't bring a knife to gun fight — Zune ™ vs. iPod ™

Peter Drucker: Conceptual Resources

about Peter Drucker — a political social ecologist

Combined outline of Drucker's books — useful for topic searching.

Process: find topic; get Kindle version; word search; dictate notes to voice recognition software (Dragon NS or smart phone); calendarize

Invent Radium or I'll Pull Your Hair by Doris Drucker

---

Most of the following contain interesting introductions and prefaces with key strategic concepts. Reading through a book's index is a valuable use of time.

Toward tomorrows

Toward unimagined futures

The End of Economic Man: The Origins of Totalitarianism (1939)

The Future of Industrial Man (1943)

The New Society: The Anatomy of Industrial Order (1950)

Landmarks of Tomorrow (1957)

The Age of Discontinuity (1968)

The New Realities (1988)

Post-Capitalist Society (1993)

Managing in the Next Society (2002); Last section originally published earlier in The Economist (http://economist.com/surveys/displaystory.cfm?story_id=770819)

Comprehensive Management Books

Concept of the Corporation

Practice of Management

Managing for Results

Management: Tasks, Responsibilities, Practices

Innovation and Entrepreneurship

The Essential Drucker (An introduction to management)

Managing the Non-Profit Organization

Management, Revised Edition

Management Cases (Revised Edition)

The Five Most Important Questions You Will Ever Ask About Your Organization

“Time Related” Management Books

Managing in Turbulent Times

The Changing World of The Executive

Frontiers of Management

Managing for the Future

Managing in a Time of Great Change

Management Challenges for the 21st Century

Managing in the Next Society

Individually Aimed Books by Drucker

Managing Oneself

The Effective Executive

The Effective Executive in Action

What Executives Should Remember (a valuable summary of several core concepts)

The Daily Drucker (an introduction to broad range of his thoughts)

The Daily Drucker table of contents worksheet

Drucker on Asia — A Dialogue Between Peter Drucker and Isao Nakauchi

Adventures of a Bystander

Books about Drucker and his ideas

The Definitive Drucker

Inside Drucker's Brain

A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher

Drucker on Leadership: New Lessons from the Father of Modern Management

The Drucker Lectures: Essential Lessons on Management, Society, and Economy

The Drucker Difference

Drucker Essay Collections

Although written years ago, these essays can be valuable attention directing tools. They can take your brain to places (brain addresses and brain roads) it wouldn't naturally go. What has changed and what is likely to change?

Technology, Management and Society

Men, Ideas & Politics

Toward the Next Economics and Other Essays

The Ecological Vision: Reflections on the American Condition

TLN Keywords: tlnkwmanagement

Brainscape enhancement and topic assessment

Donation: Click the button below to make a donation through PayPal. Just a few dollars helps with the books, software, web site hosting, and the time devoted to enhancing the work approach blue print available on this site. See the text site map for a view of the site's unique scope and resources. Also see links to external resources on my delicious page

Key Links for Site Exploration

Tweet

Contact me (bobembry)

Bookmark this on Delicious

Radar: attention :: enhancement :: organization

At the present time this is a prototype site. I add, remove, and redesign content based on my own unfolding comprehension of the time-life navigation ^© (TLN) landscape . This means that you might want to periodically revisit relevant pages.

Site design goals (beta—September 2010): My minimum goal is to provide enough "sign-posts" that serious site users don't find themselves in major negative situations because they didn't get the TLN memo. My desired goal is to provide "sign-posts" to a meaningful life—both for individuals and society. One supreme sign-post is to set your sights on achievements that really matter, that will make a difference in the world. The second half of your life is the major opportunity for full effectiveness and fulfillment.

Many of the books that were available when I first started working on what I now call "time-life navigation" have gone out of print or are hard to find. You can still use the content of the book outline pages to identify topics of interest and to search Amazon Books for topics or phrases.

Copyright 2001 2005 2007 2010 2011 © All rights reserved | bobembry | bob embry | "time life navigation" ^© | "life TIME investment system" ^© | "career evolution" ^© | "life design" ^© | "organization evolution" ^©

tlnkwtime  :::  tsm  :::  tlnkwradar  :::  tlnkwquick :::  tlnkwdrucker  :::  tlnkwceo  :::  tlnkwleadership  :::  tlnkwbobembry