Like the Energizer Bunny, Drucker just keeps on going, and going .
. . beating the drum for perceptive, responsible management in the
public as well as private sectors. As with many of the maestro's
previous works (Post-Capitalist Society, 1993, etc.), most of the
essays and interviews here have already been published (in Atlantic
Monthly, Foreign Affairs, and elsewhere). Using as a departure
point the apprehension that knowledge has become the Global
Village's primary resource, Drucker comments on the realities of
planning ahead, the sort of intelligence executives require to
operate effectively, the consequences of shortchanging research
budgets, the likelihood that for-profit enterprises could be
obliged to pursue growth through alliances rather than through
acquisition, and related topics. To a great extent, Drucker points
out, the shape of things to come may be discerned from demographic
and allied data that's readily available. In this context, he
assesses where sizable new markets might emerge. Geographically,
the author sees a wealth of potential in coastal China and other
Pacific Basin outposts; commercially, he anticipates substantive
opportunities in agrobiology, alternative energy sources,
infrastructure projects (including telecommunications networks),
pollution abatement, and retirement programs. Drucker goes on to
caution that any state's domestic policies can profoundly affect
the competitiveness of corporations subject to its jurisdiction.
Accordingly, he argues, something more than lip service must be
paid to the goal of reinventing government, in large part because
the root cause of poverty for countries as well as individuals in
tomorrow's world will be ignorance. Nor does Drucker overlook the
importance of a so-called third sector, i.e., the nonprofit
community-service organizations that address a modern nation's
social challenges. In brief: wise, wide-ranging guidance on issues
that promise to engage the attention of leaders and followers
through the end of the century and beyond. (Kirkus Reviews)
'It is not so very difficult to predict the future. It is only
pointless...what is always far more important are fundamental
changes that happened though no one predicted them or could
possible have predicted them.' (quote taken from this book) It is
these unpredictable and irreversible changes from the past, and
their effect on the role of the executive which Peter Drucker
examines in his latest book. The management of change is a subject
which has been, undoubtedly, the principal preoccupation of
management thinkers in the 1990s. Peter Drucker, the guru's guru,
brings together a group of his own original essays and interviews
on this vitally important topic. As ever, he provides invaluable
food for thought for all executives and students of business and
management.
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