Managing in the Next Society

Rating:
Summary: More Understanding from Drucker
Review: REVIEW: Drucker tends to write two types of management books. One type is the more practical/"how-to" type of book where he aims directly at improving the effectiveness of managers of all types through their actions. Such books as "Management: Tasks, Responsibilities, Practices" (1974), "Innovation & Entrepreneurship" (1985), "Managing for Results" (1964), and "The Effective Executive" (1967) fall into this category (all of which are still highly relevant). The second type, while still practical, primarily aims at imparting a broader level of understanding of politics, economy, and society (and their trends) to help executives make effective longer-term decisions and shape the future of their organizations. His typical approach in these books is to bring an historical perspective (over decades or even centuries) into understanding the current trends of human activity that are shaping the future. Drucker's "The Age of Discontinuity" (1969), "Managing in a Time of Great Change" (1995), and "Management Challenges for the 21st Century" (1999) are examples of this type. "Managing in the Next Society" (2002) falls into the second category.

The book is actually a collection of articles that Drucker has published from 1996-2001. The basic theme is that it is not the "New Economy" that executives (and all leaders) should be trying to understand it's the "Next Society". The chapters generally touch upon the three major trends that he's identified as shaping the Next Society: the decline of the young population, the decline of manufacturing, and the emergence of the information revolution.

As he did with his very first book "End of Economic Man" in relation to WWII, Drucker is again reminding us that we must first look to understanding society if we wish to understand major historical events/transitions. This thought is summed up best by the title of a chapter about understanding Japan - "It's the Society, Stupid". While that chapter is limited to Japan, I interpreted the book as telling us that we need to understand society in order to understand all major world events and trends. This is especially important after 9/11 when there's a temptation to look at issues through only political, militaristic, or economic lenses.

STRENGTHS: Since the book consists of articles previously published in magazines from 1996-2001, the text is generally concise, interesting, and easy to read. I also loved the way Drucker brings history into some of the chapters (e.g. he covers Luther, Machiavelli, Hamilton, the industrial revolution, slaves, knights, and inventions such as the book, the stirrup, and the longbow).

WEAKNESSES: The downside of a book of articles is that there is a lot of repetition of concepts and phrases and the book is less cohesive and focussed than it could be. However, I didn't find this too serious of a problem. Also, there are no graphics or charts (it's not Drucker's style).

WHO SHOULD READ THIS BOOK: Those executives and leaders (whether in business, politics, or non profits) who are responsible for shaping the future of their organizations.

Rating:
Summary: More Understanding from Drucker
Review: REVIEW: Drucker tends to write two types of management books. One type is the more practical/"how-to" type of book where he aims directly at improving the effectiveness of managers of all types through their actions. Such books as "Management: Tasks, Responsibilities, Practices" (1974), "Innovation & Entrepreneurship" (1985), "Managing for Results" (1964), and "The Effective Executive" (1967) fall into this category (all of which are still highly relevant). The second type, while still practical, primarily aims at imparting a broader level of understanding of politics, economy, and society (and their trends) to help executives make effective longer-term decisions and shape the future of their organizations. His typical approach in these books is to bring an historical perspective (over decades or even centuries) into understanding the current trends of human activity that are shaping the future. Drucker's "The Age of Discontinuity" (1969), "Managing in a Time of Great Change" (1995), and "Management Challenges for the 21st Century" (1999) are examples of this type. "Managing in the Next Society" (2002) falls into the second category.

The book is actually a collection of articles that Drucker has published from 1996-2001. The basic theme is that it is not the "New Economy" that executives (and all leaders) should be trying to understand it's the "Next Society". The chapters generally touch upon the three major trends that he's identified as shaping the Next Society: the decline of the young population, the decline of manufacturing, and the emergence of the information revolution.

As he did with his very first book "End of Economic Man" in relation to WWII, Drucker is again reminding us that we must first look to understanding society if we wish to understand major historical events/transitions. This thought is summed up best by the title of a chapter about understanding Japan - "It's the Society, Stupid". While that chapter is limited to Japan, I interpreted the book as telling us that we need to understand society in order to understand all major world events and trends. This is especially important after 9/11 when there's a temptation to look at issues through only political, militaristic, or economic lenses.

STRENGTHS: Since the book consists of articles previously published in magazines from 1996-2001, the text is generally concise, interesting, and easy to read. I also loved the way Drucker brings history into some of the chapters (e.g. he covers Luther, Machiavelli, Hamilton, the industrial revolution, slaves, knights, and inventions such as the book, the stirrup, and the longbow).

WEAKNESSES: The downside of a book of articles is that there is a lot of repetition of concepts and phrases and the book is less cohesive and focussed than it could be. However, I didn't find this too serious of a problem. Also, there are no graphics or charts (it's not Drucker's style).

WHO SHOULD READ THIS BOOK: Those executives and leaders (whether in business, politics, or non profits) who are responsible for shaping the future of their organizations.

Rating:
Summary: Good, solid book.
Review: This book is the second full text that I have read from Drucker. During my MBA days I was also exposed to/emersed in many of his articles and theories. I have always found him to be insightful and thought provoking. For some reason, particularly with this text, I found his style and delivery to be long-winded and somewhat arrogant. Reading between the lines, his message is clear -- we are at the beginning of the revolution...there is so much more to come.

Good book -- a step above most authors. Middle of the road for Drucker however.

Rating:
Summary: Good, solid book.
Review: This book is the second full text that I have read from Drucker. During my MBA days I was also exposed to/emersed in many of his articles and theories. I have always found him to be insightful and thought provoking. For some reason, particularly with this text, I found his style and delivery to be long-winded and somewhat arrogant. Reading between the lines, his message is clear -- we are at the beginning of the revolution...there is so much more to come.

Good book -- a step above most authors. Middle of the road for Drucker however.

Rating:
Summary: Wow
Review: This is my first book by Peter Drucker and I regret not reading him earlier! This man thinks differently and offers tremendously enlightening perspective about the past, the present, and the future of business. He is now 90 years old and has been a notable intellectual figure for almost 70 yrs. His advice and outlook, therefore, is unique and invaluable because it is based on at least 70 years of top notch analysis. It is also somewhat amusing when he reminiesces about his old days (like the 1930s) when the widespread usage of the telephone in the office was considered a productivity breakthrough.

I am now convinced that if you really want to understand business, then you must read Peter Drucker. This man is THE guru among the business thinkers for a reason.

Rating:
Summary: if you love peter drucker
Review: Well, He is the biggest name in clasical management guru, and he has contributed so much for the management. I don't think he will write a real-whole-book again. So we will savour his thoughts in any way we can. This is the past writings on many places colected into a book. It is still very concise, clear and have great insight as usual. There is nothing breakthrough here, but the vast Drucker's fans still can find a lot of insights to think about.

Rating:
Summary: The grimm perspectives for Latin America
Review: What makes me think deeply from this book is the criticism Mr. Drucker writes about the first world modern states. According to his point of view, they are already lagged in the race for being fitted to the new society and the social changes coming up from the new technological wave. If this is the present situation of the best national states, what could we say about the perspectives of the latin american nation-states?.

The globalization creates ties among many firms and people who don't have their national states as a major intermediation. But the other face of the same process is the fragmentation that happens inside the countries. Mr. Drucker does not outline ideas about the fragmentation process, the other side of the coin, the shadow of the globalization process. This reality does not include all people. The exclusion of some from the benefits of the new model of creation of wealth has political consequences. In the fisrt world, with their bureaucracies, long stablished political parties and rich welfare-states, it will be possible the handling of all undesirable consequences of globalization. With the political ground stable enough, the first world should be able to continue allocating its resources, public and private, well, in an ever changing environment. But what about the latin american nation-states?, they don't have political systems with sufficient legitimacy to produce major consensus and improve the performace of the public policies, at the same time that petty private interests are hold back. And, in addition, they lack the financial resources that come from a fully industrialized economy to face the same kind of problems, but at a higher scale.

I recommend this book to every top latin american politican. The future of business and society will depend more than ever on good enough national states and public policies.Every latin american political elite has the opportunity to show how useful they are. And please, don't blame markets, nor selfish and shy investors, neither unfair trade policies. We know that there are some troubles about them, but they are not as important as the flaws of our national states.