Peter Drucker and Enterprise 2.0 | Drucker Centenary

30. November 2009
Blog1185: November 19, 2009; Posted by Greg Lloyd;
Earlier this week Oliver Marks wrote an excellent post on his Collaboration 2.0 Blog: ‘The Purpose of a Business is to Create a Customer’ – Peter Drucker Centenary. Oliver celebrates the Nov 19, 2009 Centenary of Peter Drucker’s birth with two of his favorite Drucker bumper sticker quotes: ” ‘Knowledge has to be improved, challenged, and increased constantly, or it vanishes‘ and ‘There is an enormous number of managers who have retired on the job‘, which somehow seem to fit together very well.” then uses these quotes as context to discuss the disturbing findings of the 2009 Shift Index report and followup analysis by John Hagel, John Seely Brown and Lang Davidson of the Deloitte Center for Edge Innovation. Please read Oliver’s full post – you’ll like it. Oliver was also used kind words to build on my earlier Enterprise 2.0 Schism post. Here’s a slightly extended version of the comment I posted in reply, along with my two favorite Drucker bumper sticker quotes and several links to celebrate Drucker’s birth and life.
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Enterprise 2.0 Schism

30. November 2009
Blog1163: November 9, 2009; Posted by Greg Lloyd; 1 Attachment
I have to confess that I’ve enjoyed watching recent rounds of Enterprise 2.0 discussion and mud wrestling. The fact that so many people enjoy debating definitions, values, doctrinal principals – even the existence of Enterprise 2.0 – makes me think that E2.0 might best be framed as a religious debate. With that in mind, I’d like to introduce a new and exciting element: schism.
I hereby declare myself an Enterprise 2.0 Strict Druckerian. I believe that “2.0” should be considered a modifier of Enterprise rather than an allusion to mere Web 2.0 technology – which is what an Enterprise 2.0 Strict Technarian would have you believe. Read the rest of this entry »

Enterprise 2.0 is Not THAT Big a Deal

30. November 2009

Freitag, 20. November 2009, 18:05:43 | amcafee

 I’ve been thinking about what to write in the wake of the recent Enterprise 2.0 conference. One more summary seems unnecessary, since there have been so many good ones already. And the debates are starting to feel a little trumped up and warmed over, and so less fun to wade back into. And then I got inspiration from Greg Lloyd, President and co-founder of Traction Software and longtime technologist. In addition to running his company Greg finds time to write a great blog, and his post after the conference was called “Enterprise 2.0 Schism.” In it, he likens the current E2.0 controversies to a religious schism, and divides the community into three sects: Strict Proletarians, who believe it’s all about the people, Strict Technarians, who believe it’s all about the technologies, and Strict Druckerians, who “believe that “2.0″ should be considered a modifier of Enterprise rather than an allusion to mere Web 2.0 technology…”

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What They Really Believe

19. November 2009

   Date: 18-11-2009

If you follow the debate around the energy/climate bills working through Congress you will notice that the drill-baby-drill opponents of this legislation are now making two claims. One is that the globe has been cooling lately, not warming, and the other is that America simply can’t afford any kind of cap-and-trade/carbon tax.

But here is what they also surely believe, but are not saying: They believe the world is going to face a mass plague, like the Black Death, that will wipe out 2.5 billion people sometime between now and 2050. They believe it is much better for America that the world be dependent on oil for energy — a commodity largely controlled by countries that hate us and can only go up in price as demand increases — rather than on clean power technologies that are controlled by us and only go down in price as demand increases. And, finally, they believe that people in the developing world are very happy being poor — just give them a little running water and electricity and they’ll be fine. They’ll never want to live like us.

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Need work? Trying making your own.

15. November 2009

Charles Handy  Listen to the story

How do you find a job in today’s economy when most companies aren’t hiring and few jobs are being created? Commentator Charles Handy says the thing to do is make your own work.

London Business School founder and Claremont Graduate University’s Drucker School of Business Professor, Charles Handy. (Liz Handy)

The US Is GM

12. November 2009

Tom Davenport’s Blog: November 2, 2009

The United States, my beloved home country, has become the General Motors of nations in its lethargy and complacency. This is ironic, because the US (and Canada) own a majority share of GM, but I am focused more on economic similarity rather than ownership. The height of complacency for GM was probably about 2004. In that year the automaker still had the title as the world’s largest maker of cars, a title it relinquished in 2007. GM was still profitable in 2004 — but not very much so — and it was losing market share in many of its major markets. That was the year that GM abandoned the Oldsmobile brand, but it didn’t seem worried about its future overall. Read the rest of this entry »

Entrepreneurs: The Real “Peace Prize” Winners

4. November 2009

Mises Daily: Monday, November 02, 2009 by

We live in ludicrous times of rewarding good appearance for evil action. President Obama is awarded the Nobel Peace Prize while his war efforts intensify. But those who are true promoters of peace need attention, for they will never likely receive such ostentatious recognition for their noble efforts. Such individuals are those who take risks in a world of uncertainty, and who save or borrow capital to start a business. Such entrepreneurs promote peace by serving the customer better than the next entrepreneur through voluntary transactions in the market, rather than commanding bureaucracy in government.

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A Man in a Hot Air Balloon

3. November 2009

A man in a hot air balloon realised he was lost. He reduced altitude and spotted a woman below. He descended a bit more and shouted, “Excuse me, can you help me? I promised a friend I would meet him an hour ago but I don’t know where I am.” 

The woman below replied, “You’re in a hot air balloon hovering approximately 30 feet above the ground. You’re between 40 and 41 degrees north latitude and between 59 and 60 degrees west longitude.” 

“You must be in Information Technology,” said the balloonist.

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A tough search for talent

3. November 2009

   Date: 03-11-2009
 Source: The Economist

In many rich countries, grooming young bureaucrats for a changing world is a struggle for their would-be bosses

AGED 25 and armed with a master’s degree in water management, Andrew Reeves has the very mix of youth and green-mindedness that many governments claim to need. Yet when he attended a Canadian government job fair in Toronto this autumn, he left after 20 minutes without handing out a single résumé.

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What Really Kills Great Companies: Inertia

1. November 2009
  • September 29, 2009, Gary Hamel, WSJ
  • In most  organizations, change comes in only two flavors:  trivial and traumatic.  Review the history of the average organization and you’ll discover long periods of incremental fiddling  punctuated by occasional bouts of frantic, crisis-driven change.  The dynamic is not unlike that of  arteriosclerosis:  after years of  relative inactivity, the slow accretion of arterial plaque is suddenly  revealed by the business equivalent of a myocardial infarction. The only  option at that juncture is a quadruple bypass:  excise the leadership team, slash head  count, dump “non-core” assets and overhaul the balance sheet.

    Why does  change have to happen this way?   Why does a company have to frustrate its shareholders, infuriate its  customers and squander much of its legacy before it can reinvent itself?   It’s easy to blame leaders  who’ve fallen prey to denial and nostalgia, but the problem goes deeper than  that.  Organizations by their very  nature are inertial.  Like a  fast-spinning gyroscope that can’t be easily unbalanced, successful  organizations spin around the axis of unshakeable beliefs and well-rehearsed  routines—and it typically takes a dramatic outside force to destabilize the  self-reinforcing system of policies and practices.

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