drucker « WordPress.com Tag Feed

Few do it well - from success to significance

stevehake — Sat, 05 Dec 2009 13:36:03 +0000

At least that’s my current observation. Do most successful people, which you can define any wa

Is Time...the limiting factor to accomplishment?

stevehake — Wed, 02 Dec 2009 11:00:42 +0000

Over the past weeks I was engaged in a number of conversations with professional staff that had a c

Peter Drucker and Enterprise 2.0 | Drucker Centenary

hkarner — Mon, 30 Nov 2009 14:56:50 +0000

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.

Thank you for the kind words and for pointing out the HBR Drucker Centenary issue. My “Enterprise 2.0 Schism” post was fun to write – with tongue firmly in cheek – as you note. But it also expresses some serious beliefs.

For me the key Drucker quote is: “The purpose of an organization is to enable ordinary humans beings to do extraordinary things.”

The scale shift that ubiquitous Web tech enables as well as bottom up participation in E2.0 initiatives are both necessary – but neither are sufficient to distinguish “Enterprise 2.0″ from the Web we see and use every day outside work. I believe the difference lies in the shared purpose which drives people to create or join an enterprise and work together over time, along with the need to manage use of scarce resources to a shared end.

By definition an enterprise is a purposeful undertaking that generally requires many hands, expertise and capital that aren’t easy for a non-purposeful group to gain and apply over time. This make the “social ecology” of an enterprise different from other groups.

In saying “2.0 modifies how the Enterprise works, not the technology,” I take the rhetorical position that the technology which underlies E2.0 – specifically the ubiquitous Web as a platform – is a necessary enabler which provides the first chance to practically apply many of the principals of open work, distributed work and effective collaboration over time that Drucker and Engelbart have advocated for the past fifty years.

I believe that emergent phenomena which Prof Andrew McAfee includes as a core part of his definition of Enterprise 2.0 are significant and different in kind and structure from anything seen before in any enterprise – based on the speed, scale, simplicity and ubiquity of the technology combined with expectations and experience grounded in the public Web. Speculating on how management could embrace but not squash these phenomena to “create more customers” is a good Druckerian question.

But I also believe that the most likely path to large scale adoption and use of this enabling technology will come from small to mid size groups within an organization who intentionally use it to improve their own ability to get work done – rather than in direct pursuit of emergent benefits. They can (and by mandate should) open the direct and indirect record of their work to others who then may become better aware of what their enterprise plans to do, is doing or has done – and who knows what. I really like Jon Udell’s term for this principal: Observable Work.

I believe this bottom up and pragmatic adoption model parallels lessons learned from bottom up Knowledge Management versus the failure of top down KM, and lessons learned from the history of the simple, practical Web itself versus failed dreams of more sophisticated universal hypertextuality.

The benefits that are new in kind are emergent, but the path to broad adoption and acceptance will be based on mutual consent, compelling benefits to those who do the work, leadership, and experimentation in activities that have a clear business purpose – designing, building, selling, maintaining products, providing services to clients, customers and partners.

It’s presumptuous to guess what Peter Drucker would say about the relationship between the technology, techniques and phenomena we call Enterprise 2.0 and its potential to change the patterns of work and management of an enterprise.

But I believe it’s fair to ask: “What sort of hard questions might Peter Drucker ask?” David Rendall (of the UK’s National Health Service, Orkney) tossed a nice Druckerian question to Carmen Medina during the followup discussion to her Enterprise 2.0 and the Context of Work keynote at TUG 2009 last month:

#tug2009 Question for Carmen: how do those collaborative networks balance with clear lines of responsibility e.g. in healthcare? 10:06 AM Oct 14th from TweetDeck @davidrendall

For example, the decision on course of treatment for a particular patient is yes or no and may be life and death. You want many people to be able to contribute to that decision – including the patient – but ultimately someone has to accept responsibility for that outcome. In all enterprises decisions between mutually exclusive courses of action need to be made – up to and including “bet the company” decisions.

See the video (time 68:20) for David’s question. Then follow Carmen’s response and a fascinating discussion that includes FAA experience in understanding and mandating training on cockpit resource management to make air crews aware of how to communicate effectively in high stress situations. Planes have literally flown into mountains when a junior officer was not willing or able to alert a senior pilot to a critical issue while the senior pilot was dealing with the same or an unrelated emergency.

Drucker would hold management ultimately responsibility for the course of action and outcome. But how to make best use of the experience and judgement of a distributed, experienced and self-directed organization is not a simple question, particularly in a crisis such as the mortgage credit crisis (or South Sea Bubble) where madness rather than wisdom of crowds is part of the problem. In my opinion Drucker was often at his best when expressing and defending contrarian opinions that he considered morally right as well as intellectually correct. See Schumpeter Keynes which Drucker wrote on the Keynes Centenary.

Drucker makes the point that innovation in how an enterprise (profit or non-profit) works – how it provides motivation, support, leadership and resources to its members to “Create a Customer” – is as important as innovation in whatever else an enterprise delivers.

I hope we’ll see more good work (like John Hagel & John Seely Brown’s The Only Sustainable Edge) that focuses on E2.0 style business innovation based on Drucker’s understanding of what drives success.

PS – My second Peter Drucker bumper sticker quote for the day: “A manager’s task is to make the strengths of people effective and their weakness irrelevant–and that applies fully as much to the manager’s boss as it applies to the manager’s subordinates.”

Enterprise 2.0 Schism

hkarner — Mon, 30 Nov 2009 14:50:05 +0000

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.

I further declare: No, it is not “all about the people” – which is what an Enterprise 2.0 Strict Proletarian would have you believe. Without the enabling technology of the Web, plus search engines and other affordances based on Sir Tim Berners-Lee’s innovation, the Strict Proletarian would find it difficult to fit the inhabitants of McAfee’s inner, middle and outer rings into the same room, get them to participate in the same conference call, or exhibit their “emergent” behaviors using typewriters, copy machines, faxes and email. Speed, scale and connection patterns matter and the technology that spans these barriers is neither trivial nor insignificant to the phenomena Strict Proletarians value.

I believe that although both technology and broad bottom-up participation are necessary to achieve the Drukerian vision, neither element alone is sufficient to achieve the noble end of re-engineering how ordinary people work together to achieve the ends of enterprises they choose to affiliate with.

As Peter Drucker said: “The purpose of an organization is to enable ordinary humans beings to do extraordinary things.” Management: Tasks, Responsibilities, Practices Chapter 28, The Spirit of Performance, p. 361 (1974)

I nominate Peter Drucker and Douglas Engelbart as Patron Saints of Enterprise 2.0 (Strict Druckerian). If you don’t know who either of these gentlemen are, I suggest you click their Wikipedia links for two pretty good short biographies.

Peter Drucker constantly advised businesses to give employees direct control over their own work and environment, with teams of “knowledge workers” responsible for work toward goals stated as broad business objectives rather than prescriptive plans. Drucker stated that management could only achieve sustainable profits by treating people as an enterprise’s most valued resources, not as costs. In later years he described his role as “social ecologist” rather than management consultant.

“Marketing alone does not make a business enterprise. In a static economy there are no business enterprises. There are not even businesspeople. The middleman of a static society is a broker who receives his compensation in the form of a fee, or a spectator who creates no value.

A business enterprise can exist only in an expanding economy, or at least in one that considers change both natural and acceptable. And business is the specific organ of growth, expansion and change.

The second function of a business is, therefore innovation – the provision of different economic satisfactions. It is not enough for the business to provide just any economic good and services; it must provide better and more economic ones. It is not necessary for a business to grow bigger; but it is necessary that it constantly grow better…

Above all innovation is not invention. It is a term of economics rather than technology. Non technological innovations – social or economic innovations – are at least as important as technological ones.

In the organization of a business enterprise, innovation can no more be considered a separate function than marketing. It is not confined to engineering or research, but extends across all parts of the business, all functions, all activities.” Peter Drucker, Management: Tasks, Responsibilities, Practices (1974)

At a 1934 Cambridge seminar by John Maynard Keynes, “I suddenly realized that Keynes and all the brilliant economic students in the room were interested in the behavior of commodities, while I was interested in the behavior of people.” Peter Drucker, The Ecological Vision, p. 75-76, (1993)

“A manager’s task is to make the strengths of people effective and their weakness irrelevant–and that applies fully as much to the manager’s boss as it applies to the manager’s subordinates.” Peter Drucker, Managing for the Future: The 1990’s and Beyond (1992)

In an equally distinguished career, Douglas Engelbart has been immensely influential in creating and inspiring the creation of technology we use today (far beyond his invention of the mouse), but Doug’s goals have always been expressed in terms of improving the abilities of groups to address complex, difficult and important problems:

“By ‘augmenting human intellect’ we mean increasing the capability of a man to approach a complex problem situation, to gain comprehension to suit his particular needs, and to derive solutions to problems. Increased capability in this respect is taken to mean a mixture of the following: more-rapid comprehension, better comprehension, the possibility of gaining a useful degree of comprehension in a situation that previously was too complex, speedier solutions, better solutions, and the possibility of finding solutions to problems that before seemed insoluble. And by ‘complex situations’ we include the professional problems of diplomats, executives, social scientists, life scientists, physical scientists, attorneys, designers–whether the problem situation exists for twenty minutes or twenty years. We do not speak of isolated clever tricks that help in particular situations. We refer to a way of life in an integrated domain where hunches, cut-and-try, intangibles, and the human ‘feel for a situation’ usefully co-exist with powerful concepts, streamlined terminology and notation, sophisticated methods, and high-powered electronic aids.” Douglas Engelbart Augmenting Human Intellect: A Conceptual Framework, Introduction, (1962)

On the term “social software”, I believe it’s fair to blame it on Clay Shirky – who had the misfortune to introduce a term that’s perfectly respectable for a sociologist who studies how technology influences group behavior:

“It’s software that supports group interaction. I also want to emphasize, although that’s a fairly simple definition, how radical that pattern is. The Internet supports lots of communications patterns, principally point-to-point and two-way, one-to-many outbound, and many-to-many two-way.” − Clay Shirky, A Group Is Its Own Worst Enemy O’Reilly Conference (April 2003)

If the term “social” must be deprecated, I hope its banishment takes with it all Social X marketing buzzwords, job titles, twitter tags, and the well-earned disco ball reputations of the so-called Social Media gurus.

On “Return on investment” debates, I believe that Taylorist time-and-motion studies would show gains that typically exceed the modest costs of introducing and using Enterprise 2.0 software, but studies for knowledge work where the value is not transactional (time to process a purchase order) are difficult to design and far too easy to fudge. Large scale experimental studies based on overall business success are even more problematic – except in hindsight.

“A very important surgeon delivered a talk on the large number of successful procedures for vascular reconstruction. At the end of the lecture, a young student at the back of the room timidly asked, ‘Do you have any controls?’ The great man hit the podium and said, ‘Do you mean, “Did I not operate on half the patients?”‘ … The hall grew very quiet and the voice at the back of the room very hesitantly replied, ‘Yes, that’s what I had in mind.’ The surgeon’s fist really came down as he thundered, ‘Of course not, that would have doomed half of them to their death!’…The room was then quiet, and one could scarcely hear the small voice ask, ‘Which half?’” – Dr. E. E. Peacock, Jr., University of Arizona College of Medicine; quoted in Medical World News, p. 45 (September 1, 1972) quoted by Edward Tufte in Beautiful Evidence (2006)

I believe the value of Enterprise 2.0 techniques comes from small to mid size groups within an organization who intentionally (not emergently) improve their own ability to get work done, while opening the direct and indirect record of their work to others who then may become better aware of what their enterprise plans to do, is doing or has done – and who knows what.

Finally – having demonstrated the unerring truth of the Strict Druckerian position regarding the nature of Enterprise 2.0, I declare both the Strict Technarian and Strict Proletarian interpretations to be false, heretical, and anathema. Living in our tolerant and civilized times, I found it difficult to imagine an appropriate way to separate those who obstinately cling to these heretical beliefs, until I ran across this nugget:

Nike does “email archeology” to decompose email thread to expose one part of a specific collaboration. :>) #e2conf @lehawselive (4:20pm Nov 4, 2009)

So if you don’t agree with me, I hope you spend the the rest of your corporate life decomposing email threads from your corporate archive into Google Waves or Traction TeamPage comments where others can benefit from your labor if not from your ideas.

See Enterprise 2.0: What a Crock – Dennis Howlett Aug 26, 2009

Denial is a river full of crocks – Gil Yehuda August 31, 2009

Enterprise 2.0 is a Crock: Discuss – Andrew McAfee Sep 2, 2009

[ And so much more. It's the Web - you could look it up - or follow the fun on Twitter ]

Schumpeter and Keynes, Peter Drucker, Forbes magazine (cover story) May 23, 1983 – This is great!

This was far to much fun to write. I hope I haven’t needlessly offended anyone, but I’m also happy to defend the essence of the Druckerian position in more serious terms; Enterprise 2.0 is a big tent and I hope it stays that way.

I also value the term Enterprise 2.0 for a reason over and above the Druckerian fantasy. Unlike terms invented to express a desire to sell software to managers (X Management – you do want to manage X don’t you?), Enterprise 2.0 expresses a simple, grounded wish:

“I wish the software I used every day at work allowed me to find what I want; discover what I need to know – along with surprises; and connect with people I don’t even know to get my job done, learn more, and work in an enjoyable place.” or much more narrowly: “Why can I find what I need with Google on the Web, but have to pull teeth to find anything useful when I go to work?”

This is a grounded wish since everyone in business has a direct basis for comparison – what they or their children see, use and enjoy on the public Web every day. This doesn’t mean that expectations, behavior, and (uh sociology) of the public Web and the internal/external web of connections used in an enterprise are the same – but they are comparable with respect to desired experience.

To the extent that corporate barriers dash expectations, read Peter Drucker on how to get rid of those barriers or find a better employer.

To the extent that enterprise technology differs with respect to needs for privacy, finding information in a link-deprived environment and sharing access to confidential sources or legacy applications, Enterprise 2.0 offers the opportunity for vendors and community projects to create products that respond to that simple, grounded wish and measure the difference.

I’m not sure where Professor Andrew McAfee sees himself in this ecclesiastical model. I’d be happy to support his claim to any sub-numinous position

Getting the Right Things Done

stevehake — Sat, 28 Nov 2009 16:51:06 +0000

Effectiveness = getting the right things done. Sounds simple, right? But for most of us, whether we

Ich geh verrückt...

Lisa — Sat, 28 Nov 2009 03:55:47 +0000

Vorgestern echt. Nachdem ich meine Fenster blitzeflitzeblang geputzt hatte, inklusive waghalsiger Außenreinigung (mit 5. Stock ist schließlich auch nicht zu spaßen, da muss man schon Obacht geben!), dacht ich mir doch, räum ich gleich noch bisschen auf und mach sauber. Das ist ja schön. Denn selbst, wenn ich doch ab und an aufräume, sieht’s spätestens drei Tage später mindestens genau so schlimm aus, wie vor der Putzaktion. Besonders mein Schreibtisch ist ein innerer Konfliktpunkt, der ist echt immer unerklärlich unordentlich. Aber zum Glück hab ich ja niiiiie Hausaufgaben. Die werden eben auf dem Boden gemacht.
Der ist jetzt an der Stelle, an der das Ganze immer stattfindet übrigens frisch “gewaschen”, denn dummerweise ist mir eben das Fensterputzwasser so… umgefallen. Ganz einfach! Umgefallen! Und dann hatte ich nen riesen Fleck und die Flüssigkeit lag da… und zog ein. Super. Naja… jetzt ist’s wieder trocken, vielleicht sauber und immerhin wieder unwellig, im Gegensatz zu gestern

Zum Trost war ich dann gestern noch bei Media Markt und hab nach Druckern geschaut. Der Trost war aber nicht das Schauen, sondern der Gang zu Mcens. Denn jetzt ist ja wieder Monopoly-Zeit!!! Und kaum zu glauben: auf meinem ersten Gartensalat war ein Softeisdings. Ich bin ja der Wahnsinnsglückspilz!

Wiederum hab ich aber auch den mega Betrug aufgedeckt. Norma UND Rewe preisen ihre Kinder Überraschungseier nämlich als Ferrero Kinder Joy an! Jawoll, ich hab’s durchschaut!!! Mir kam das ja schon lange spanisch vor, dass bei Norma da Ü-Eier im Regal stehen, aber Kinder Joy auf dem Preisschild. Und dann sah ich doch tatsächlich gestern bei Rewe ein son richtiges gedrucktes Kinder Joy-Schild!!! Sowas find ich ja richtig mies. Sowas geht nicht! Aber ich kauf eh beides nicht, weil das nämlich Wucher ist. Und Wucher unterstütz ich nicht. Früher hat das mal 45 cent gekostet. Das waren noch Zeiten…

Peter F. Drucker

saeedbabar — Fri, 27 Nov 2009 06:04:04 +0000

http://www.economist.com/businessfinance/displaystory.cfm?story_id=14903040.

I am great fan and follower of Peter F. Drucker. Whenever, I find something difficult to understand or whenever, I feel like getting an advise full of wisdom, I read through his articles. He is so eloquent and so easy to understand that the most intricate problems looks like a common sense to deal with.

Tema 4. Línea de tiempo de los enfoques de gestión

Jose Sande — Fri, 27 Nov 2009 01:32:09 +0000

A estas alturas del curso ya sabéis que me gustán mucho las líneas de tiempo. Una grave carencia de manuales de Economía de la Empresa de bachillerato es que desarrollan desordenadamente conceptos y escuelas, y al final os crea un batiburrillo en la cabeza.

Teoría: enfoques de gestión

No podemos entender la aportación de Elton Mayo si antes no valoramos lo que hicieron Taylor y Ford. Ni tampoco la obsesión de Ouchi por conocer los secretos de la industria japonesa sin maravillarnos antes del descubrimiento que les transmitió Deming.

Parece evidente, pero este es el mayor agujero negro de los libros de texto.

La mayor parte de ellos hablan de la dirección por objetivos de Drucker (1950) como si la hubieran descubierto y aplicado hace dos días…

Normalmente las editoriales son muy conservadoras. Se copian la misma estructura unas a otras, y más ahora, en el que el sector editorial está sufriendo la mayor crisis de su historia, los despidos son masivos y los directivos buscan más pasar desapercibidos y conservar su puesto, que innovar y crear los libros de calidad que la nueva sociedad del conocimiento demanda.

En Economía de 1º, Mc-Graw Hill se atrevió con el Penalonga a innovar, y logró el libro de más exito del mercado. Lamentablemente no ha salido un Penalonga de 2º de Bachillerato.

Para la línea de tiempo, he intentado elegir a los grandes entre los grandes. Sólo me he permitido una pequeña licencia con el último nombre: Pilar Jericó.

Con sus libros (“Gestión del Talento: Del profesional con talento al talento organizativo”, “La nueva Gestión del Talento: construyendo compromiso” y “NoMiedo en la empresa y en la vida” ), se ha convertido en una auténtica referencia a la hora de abarcar este nuevo horizonte de la administración de empresas que es el talento.

De sus libros me encantan su elección de citas y sus didácticos esquemas.

Arbejder du ud fra dine styrker?

Joachim Nisgaard — Wed, 25 Nov 2009 20:31:21 +0000

Igennem de seneste måneder har jeg arbejdet en del med positiv psykologi via mit studie. Dette forløb har inspireret mig til at fokusere på mine styrker – frem for svagheder, som dog falder mig så naturligt. At jeg må forsøge at være mindre fejlsøgende og mere optaget af styrkerne. Det handler måske om, at jeg må til se gennem andre briller.

Dernæst er jeg optaget af, om vi primært arbejder ud fra det, som vi gør bedst? Hvordan oplever du det i din kontekst?

En Gallup undersøgelse blandt to millioner mennesker viser, at kun 17 % bringer sine styrker i spil dagligt. Der er faktisk kun 1 % “chance” for, at du ikke er engageret i dit arbejde, hvis din leder hovedsageligt fokuserer på dine styrker (Positiv psykologi på arbejde). Dermed er der et klart link mellem motivation og evnen til at gøre det, som vi er bedst til.

En af verdens største ledelsestænkere, Peter Drucker, sagde på et tidspunkt: “Most people think they know what they are good at. They are usually wrong… And yet, a person can perform only from strength“. Kan det tænkes, at udfordringen mere er, at vi slet ikke er klar over, hvad vores styrkesider er? At vi måske ikke ved, hvad vi er bedst til?

Vil du sige, at du kender dine egne styrker?

Malcolm Gladwell skriver i “Outliers” at det tager 10.000 timer at blive ekstremt dygtig til “noget”. Om dette er en magisk grænse eller ej, så kræver det uden tvivl tid og hårdt arbejde at nå toppen. Dog tænker jeg, at det starter med, at vi bliver bevidste omkring vores styrker – og får mulighed for at sætte dem i spil – dagligt.

Hvad tænker du?

Ich hasse es!

deswahnsinnsfettebeute — Tue, 24 Nov 2009 17:23:45 +0000

Patronenwechsel am Drucker. Passiert auch immer alles auf einmal. Gelb und Magenta habe ich ohne Zwischenfall reinbekommen, nur Schwarz musste mucken.
Jetzt sieht es aus wie ein fieses Muttermal auf dem mir bald cyanene, gelbe und magentane Haare wachsen. Super.
Und im Radio lief Sasha “Lucky Day”

Neues Muttermal, bald mir Haaren.

O que Peter Drucker não sabia

adpereira — Tue, 24 Nov 2009 15:57:20 +0000

Imagem extraída do site http://www.druckerinstitute.com/

Peter Drucker

Peter Ferdinand Drucker nasceu em 19 de novembro de 1909 nos arredores de Viena, Áustria.Filho de Caroline Bondi,formada em
medicina e Adolf Drucker, advogado.
o pequeno Drucker foi criado num ambiente de idéias fecundas, proporcionado pela convivência
da família com cientistas, oficiais do governo e intelectuais. Aos 09 anos de idade, recebeu de sua professora, Miss Elsa, uma lição que o acompanharia até o fim de seus dias – “aprender a aprender” e que no futuro viria a se tornar uma espécie de mantra entre os pensadores da Administração. Na juventude, após ter se graduado na Döbling Gymnasium, Drucker mudou-se para a Hamburgo, Alemanha em busca de oportunidades de trabalho. Em Hamburgo Drucker conseguiu emprego como aprendiz numa empresa distribuidora de algodão. Pouco tempo depois tornou-se correspondente do Österreichische Volkswirt, em seguida mudou-se para Frankfurt, onde atuou no jornal Daily Frankfurter General-Anzeiger formando-se nesta cidade Doutor em Direito Internacional e Direito Público pela Universidade de Frankfurt.
Nos anos seguintes, Drucker daria os primeiros passos na direção de tornar-se um dos pensadores mais influentes do século ao despertar para a importância da inovação e do empreendedorismo na base das organizações, Influenciado por Joseph Schumpeter, economista austríaco amigo de seu pai. Outra influência, ainda que por oposição de idéias veio do economista John Maynard Keynes sobre o qual o próprio Drucker viria a declarar:” De repente percebi que Keynes e todos os demais brilhantes estudantes de economia da sala estavam interessados no comportamento das commodities” afirmou Drucker “enquanto eu estava interessado no comportamento das pessoas”
Esse foco nas pessoas foi um grande marco na obra de Drucker. Nas décadas seguintes, ele desenvolveria seu trabalho em torno das relações humanas, das oportunidades que as organizações possuem para trazer à tona o melhor do ser humano e de como os trabalhadores podem encontrar um senso de comunidade e dignidade numa sociedade moderna organizada ao redor de grandes corporações.
Em 1943, residindo nos Estados Unidos e prestes a naturalizar-se cidadão daquele país, Drucker recebe um convite que iria consolidar as bases de suas teorias. Donaldson Brown, o cérebro por detrás da gigante dos automóveis General Motors o convida para uma verdadeira “imersão” nas estruturas da empresa com direito a participação em reuniões da diretoria, entrevistas com
funcionários e análises dos processos de tomada de decisão. Desta experiência nasceu o primeiro livro de Drucker voltado para
Administração “The Concept of Corporation” no qual o autor analisa com profundidade as estruturas multidivisionais da GM. O livro gerou centenas de artigos. Alfred Sloan, CEO da GM na época, manifestou-se duramente contra o livro,chegando a proibir até mesmo a simples menção da obra segundo afirmou posteriormente o próprio Drucker.Esse antagonismo de idéias entre Sloan e Drucker iria persistir durante os próximos anos, embora Drucker tenha admitido por diversas vezes a admiração que cultivava em relação aos livros publicados por Sloan e esse por sua vez endossava a importância
do trabalho de Drucker para o desenvolvimento dos estudos sobre a Administração. Nos anos seguintes, Drucker publicaria inúmeros livros que influenciariam profundamente o pensamento sobre a moderna gestão nas empresas, prevendo tendências que vieram a tornar-se fatos, como por exemplo o surgimento da figura do “trabalhador do conhecimento” e da importância estratégica da globalização no cenário empresarial mundial.
Sobre o rótulo de “guru” que lhe atribuíam com frequência, Drucker certa vez afirmou “(…) utilizamos a palavra ‘guru’ apenas porque a palavra ‘charlatão’ é grande demais para constar nos cabeçalhos”
Drucker faleceu em novembro de 2005 aos 96 anos de idade. Além de autor, Drucker era palestrante,professor e consultor, tendo trabalhado para corporações como Intel, Coca-Cola, IBM entre outras, ”workaholic” até o último suspiro, um dos maiores méritos de Drucker, que se considerava “caçador de tendências” foi ressaltar a importância do ser humano nas organizações em oposição a visão mecanicista do taylorismo. Seus pensamentos deram forma a muitos conceitos e práticas utilizados até os dias de hoje nas corporações. O que Drucker certamente não sabia é que iria fazer tanta falta…Num tempo de aridez de idéias como o nosso no qual uma sociedade confusa e perplexa diante da velocidade que a era digital impõe está ávida por mentes brilhantes como as de Drucker que possam auxiliar na modelagem de um futuro melhor.

(Artigo baseado em informações extraídas do site da Drucker Foundation, Wikipédia e outras fontes cujas referências encontram-se abaixo. Traduções do inglês feitas pelo autor do blog)

Algumas citações de Peter Drucker:

“Não sou especialista em Brasil, mas uma coisa estou habilitado a dizer: Não creiam que mão-de-obra barata ainda seja uma vantagem.”

“Aos elefantes custa muito adaptar-se, as baratas sobrevivem a tudo.”

“Um bom chefe faz com que homens comuns façam coisas incomuns.

O problema em nossas vidas não é a ausência de saber o que fazer, mas a ausência de fazê-lo. “

“A melhor estrutura não garantirá os resultados nem o rendimento. Mas a estrutura equivocada é uma garantia de fracasso.”

“A melhor maneira de prever o futuro é criá-lo.”

“A meta do marketing é conhecer e entender o consumidor tão bem, que o produto ou serviço se molde a ele e se venda sozinho.”

Para saber mais:

The Peter Drucker Institute (em inglês)

Drucker na Wikipédia

Entrevista de Drucker de 1995

Livros disponíveis de Drucker em português na Saraiva.com

Kollegen und Ihr Verhalten am Drucker

einbeelzebub — Mon, 23 Nov 2009 18:16:12 +0000

Es ist schon seltsam, gelegentlich frage ich mich was in de Köpfen vieler Menschen los ist – ich vermute oft wenig bis gar nichts. So wie diese Woche, Kollegin N. kommt vom Drucker und ist gar köstlich darüber amüsiert das Ihre Ausdrucke auf dem falschen Papier sind weil jemand Karton im entsprechenden Fach eingelegt hatte aber vergessen es wieder zu entnehmen. Nun gut, aber auf meine Frage ob Sie es heraus genommen hat bekam ich nur ein: “hihi, nee wieso?” – dies konnte ich widerrum nur mit einem Seufzer quittieren. Als sich das selbe 5 Minuten später mit Kollege H. abgespielt hat bin ich vom Glauben abgefallen, das weiche in Eurem Kopf ist zum nachdenken da! Man glaubt es nicht aber die einfachste Möglichkeit für diese blinden Untermenschen war es so lange auf dem (falschen) Karton zu drucken bis dieser leer war und den Fehler zu ignorieren. Es muss wohl ein Versehen gewesen sein das am nächsten Tag eine deliziöse Auswahl Ihrer privaten Emails im Drucker lag, AUF KARTON!

Einen USB-Drucker in einem DOS-Programm unter Windows XP nutzen

jenewa — Mon, 23 Nov 2009 12:43:15 +0000

Folgendes Szanario:

Alte DOS-Applikation wird in der Firma eingesetzt. Diese Applikation unterstützt nur Drucker, welche an einem LPT-Anschluss hängen.

Lösung:

Sollte der Drucker bereits im Netzwerk freigegeben sein, kann man gleich am letzten Schritt starten.

Als erstes müssen wir einen Loopback Adapter installieren:

den Punkt Hardware in der Systemsteuerung aufrufen
auf dem erscheinenden Dialog “Weiter” wählen
Warten bis die Suche nach neuer Hardware abgeschlossen ist
Den Radiobutton bei “Ja, die Hardware wurde bereits angeschlossen” setzen und “Weiter” wählen
In der nun erscheinenden Liste ganz nach unten scrollen und den Punkt “neue Hardware hinzfügen” wählen und mit “Weiter” bestätigen
den Radiobutton “Hardware manuell aus einer Liste wählen und installieren (für fortgeschrittene Benutzer)” wählen und mit “Weiter” bestätigen
Den Punkt “Netzwerkadapter” wählen und mit “Weiter bestätigen”
Hersteller: Microsoft, Netzwerkadapter: Microsoft Loopbackadapter. Nach der Auswahl mit “Weiter” bestätigen
erneut mit “Weiter” bestätigen
Nun auf “Fertig stellen” klicken und der Loopback Adapter ist installiert

Danach konfigurieren wird diesen:

Der Loopback Adapter ist eine virtuelle Netzwerkkarte und kann wie jede andere Netzwerkkarte unter Windows XP konfiguriert werden
Nun dem Adapter eine statische IP verpassen. (zb.: 192.168.100.1/255.255.255.0)

Danach geben wir den Drucker frei, ich empfehle einen Namen zu verwenden, welcher einfach zu merken ist.

Nun binden wir den Drucker auf LPT1 ein:

Start klicken und ausführen wählen
“cmd” in den erscheinenden Dialog eingeben und mit der Retruntaste bestätigen
Die die nun erscheinende DOS-BOX folgendes eintippen :
NET USE LPT1: \\[Computer Name]\Freigabename /PERSISTENT:YES

Danach sollte der Drucker über das jeweilige DOS-Programm erreichbar sein.

Sollten immer noch Probleme auftauchen würde ich raten die KB’s von Microsoft zu prüfen: klick

School of Drucker

Sarah Couto — Mon, 23 Nov 2009 00:06:01 +0000

I couldn’t resist buying the Harvard Business Review this month, despite the €22 price tag. Peter Drucker sealed the deal. The “social ecologist” or business guru, depending on the perspective, was born exactly 100 years ago and to mark his centennial, HBR asked a pertinent question “What would Peter do?”.

Key themes (according to Moss Kanter at the Harvard Business School):

The primary job of a manager is to look out for the long-term health of their organizations, this means looking outside their walls, at society

Knowledge workers cannot be controlled, they must be motivated

Not-for-profit organizations are necessary ingredients in producing a good society

Now there are countless books on Drucker’s thought system, so instead of presenting his ideas in light of today’s events, they invited some leading figures to share how Drucker shaped their own work. Interesting, but did not address the question.

What A.G. Lafley learnt

“The purpose of a company is to create a customer”

“A business is defined by the want the customer satisfies when he or she buys a product or a service. To satisfy a customer is the mission and purpose of every business”

What Frances Hesselbein learnt

“the greatest success is in meeting social needs”

What Oscar Motomura learnt

“The number of people who are really motivated by money is very small. Most people need to feel that they are here for a purpose, and unless an organisation can connect to this need to leave something behind that makes this a better world, or at least a different one, it won’t be successful over time.”

What Zhang Ruimin learnt:

I wrote his words on a picture of the Titanic sinking “The assumptions on which the organization has been built and is being run no longer fit reality.”

The Right Person for the Job

Nick — Sun, 22 Nov 2009 14:11:48 +0000

When hiring and delegating assignments, you need to find the right person for the job.

In the early 1820s, the British government was contemplating sending an expedition to Burma with the objective of taking Rangoon. The Cabinet sent for the Duke of Wellington to ask which general he would recommend for the expedition.

“Send Lord Combermere,” the Duke replied.

“But we have always understood that your Grace thought Lord Combermere a fool.”

“He is a fool, but he can take Rangoon.”

The Duke of Wellington understood this lesson about finding the right man for the job. This is why they say, “Begin with the end in mind.” Though Lord Combermeme was no military genius, he could follow orders, and that is what was needed for this assignment.

Abraham Lincoln understood this. There were reports that the General U.S. Grant drank too heavily; some felt he might not be the “best” General for the job. But Lincoln liked Grant’s performance, and about his drinking Lincoln had this to say: “Tell me what brand of whiskey that Grant drinks. I would like to send a barrel of it to my other generals.”

Define what needs to be accomplished, and go find the right person for the task, fool or not. We’re tempted to do the opposite: to go to any length to avoid a bad candidate and settling for the “safe” one. But remember, as Peter Drucker notes in The Effective Executive,

“Whoever tries to place a man or staff an organization to avoid weakness will end up at best with mediocrity. Strong people always have strong weaknesses, too.”

Drucken in der Schule

staeffblog — Sun, 22 Nov 2009 11:11:52 +0000

Mit diesen Einstellungen sollte das Drucken in der Schule funktionieren:

Für die anderen Drucker einfach die Wartelistennamen ändern auf:
“printers/HPG1″ – 2. Stock Bahnseitig
“printers/HPG2″ – 2. Stock Lehrerzimmer
“printers/HPG3″ – 1. Stock Bahnseitig

Simple is not Easy

jocwjocw — Sat, 21 Nov 2009 16:06:52 +0000

Why do so many managers repeat the same mistakes and why don’t they do the things that would make their and their peoples’ lives easier, happier and more productive?

Three mistakes that waste billions and cause untold misery and harm include:
1. paying bonuses and incentives, specially individual rewards.
2. sending people on courses, but not helping them to implement their learning.
3. surveying employees, but instead of acting on the results, surveying them again (and again) and in more detail.

There is compelling evidence that these three things demotivate and disengage people. Research also shows what does engage and motivate people and does create sustained value. These things are simple, if not easy.

In 1967, Peter Drucker said, in “The Effective Executive”, that “The effective executive focuses on their own contribution, which, by itself, supplies the four basic requirements of effective human relations:
1. Communications
2. Teamwork
3. Self-development
4. Development of others”

In 1999, Curt Coffman, in “First Break All the Rules”, cites Gallup’s famous twelve questions that determine profitable engagement, of which the first four are:
1. Do I know what is expected of me at work?
2. Do I have the right materials do my job well?
3. Do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition for good work?

In 2009, David Macleod, in his UK Government report “Engaging for Success”, found (again) that people are motivated and engaged when:
1. They know where the organisation is going and their role
2. They have engaging managers who communicate clearly and give them timely, reinforcing feedback
3. They have a real voice that is listened to when giving bad news as well as good.
4. There is real integration of stated values and observed behaviours

So a quick insight is that there are simple things that work when you do them and there are things that cause real, enduring damage.

The things that do the worst harm are rewards, courses without implementation and surveys without action. I will look at each of those in detail later, but for now, I will just note that these three things seem relatively easy to make happen and give the early impression of positive action, even though they lead to negative effects later. They also get ever more complicated and worse, the more that managers try to make them work.

The things that bring the greatest benefits are all simple, but demand constant self-awareness and sensitivity to others, sustained discipline and resolution. They also require sufficient self-confidence to be able to enthuse and trust others and to be persistent and patient enough to allow the results to mature, blossom and bear fruit.

There are some leaders who do consistently do the right things and whose firms and people thrive. Some of them achieve fame and fortune and others succeed quietly. There are plenty of examples when we seek them, but even so, there are many more managers who hear the stories, who read the reports, who note the principles, but continue to mislead themselves and others by not following the examples, integrating the principles or implementing the learning. I wonder why?

In future posts I will suggest some reasons why well-intentioned managers consistently harm themselves, their people and their organisations. It has to do with illusion, self-delusion, and mistaken focus on the past and on possession. The best leaders keep very aware, focus on the future and act positively.

xPhone: Der iPhone-Killer

isaaak — Thu, 19 Nov 2009 20:50:00 +0000

Ihr braucht ein Kochfeld, Toaster und Drucker für unterwegs? Kein Problem mit dem xPhone geht das !

Why Bankers Don't Understand Business

quriosity — Thu, 19 Nov 2009 17:59:35 +0000

Today, Gary Hoover published his favorite quotations on Hoover’s World. The one that stood out most to me was this one from Peter Drucker:

No financial man will ever understand business because financial people think a company makes money. A company makes shoes, and no financial man understands that. They think money is real. Shoes are real.

AB — 19 Nov. 2009

Strategic Questions Will Uncover Strategic Opportunities

Andy Rudin — Wed, 18 Nov 2009 22:06:26 +0000

The late Peter Drucker said “true marketing starts out with the customer, his demographics, his realities, his needs, his values. It does not ask ‘what do we want to sell?’ It asks ‘what does the customer want to buy?’ “

So, why have so few people figured out how to routinely and systematically uncover this fundamental insight? And why do few senior managers pay more than lip service to encouraging or requiring their sales forces to discover the answer?

One reason is that in the quest to create a “sales-driven culture,” companies push muscular sales tactics that often subordinate the importance of questions. “ABC—Always Be Closing,” or “Show the ROI!” or “Go for a trial close after showing our key features,” are part of sales-process DNA. Does anyone remember this recommendation–“When you get the customer to answer ‘yes’ to three consecutive questions, ask for the order.” ? One sales training tape I heard ignored asking questions altogether, offering this nugget: “If the customer voices an objection, give them a ‘yes . . .but.. . .” (I am not making this up—and I’m sure the phonic similarity to “headbutt” is not just a coincidence!) These superficial tactics fall short by not embedding [i]strategic discovery[/i] into the sales process.

What is strategic discovery? It’s the process of learning how an organization plans to create, monetize, and deliver its value. Why is strategic discovery a vital competency for sales forces? Because compared to operational problem solving, strategic collaboration tightly connects enterprises in a value chain. Those tight connections increase a vendor’s value and reduce selling risks. Why? Because strategic initiatives are mission-critical and are often less ephemeral than operational initiatives. When a salesperson says “my solution enables your strategy,” she has a competitive advantage over the salesperson who says “my solution provides the highest ROI (and/or lowest Total Cost of Ownership).” I know from numerous sales engagements I’ve managed that “high ROI” alone provides a wobbly sales-value foundation. (See my recent blog, A Sales Team Needs More Than “High ROI” and “Low TCO” To Compete and related article The Right Sales Questions Will Get the Right Answers.)

Strategic discovery doesn’t have to be difficult, but the process makes many salespeople uncomfortable. Strategy questions must uncover business and financial challenges. They examine forces that are outside of anyone’s direct control. Part of the discussion includes blurry concepts like risks and trade-offs. Few strategic questions can be answered with a simple ‘yes’ or ‘no.” And strategic plans aren’t guided by ordained roadmaps or prescriptive methodologies.

So, what are the steps that a [i]Sales-Discovery Black Belt[/i] should follow?

1. Begin with a foundation of mutual trust. As Jim Collins said in the bestseller Good to Great, “create an environment where the truth is heard.” Prospective customers don’t spontaneously open up and provide meaningful and honest answers to questions. And if you wait until the second meeting to start thinking about how to cultivate trust, it’s probably too late. Mutual transparency of goals and objectives must characterize the business relationship from the beginning. The best book I have read on this topic, Mahan Khalsa’s Let’s Get Real or Let’s Not Play, provides an approach that is as eloquent as it is sensible: “The decision to trust doesn’t start inside (your prospect)—it starts inside of you. Intent is a choice, and your choice will have consequences. You will communicate your intent whether you want to or not . . . Based on your intent, people will decide to trust you or not.”

2. Ask the right questions. Here are some of my favorite strategy questions, culled from a list of hundreds I’ve compiled over many years:

What are the key capabilities and resources required to execute strategy and achieve your goals?

In order to execute your business strategy, what are the key things you must do well?

What proprietary advantages must your company create for your strategy to be successful?

What are the most valuable outcomes your organization enables for your customers?

What are the major forces driving changes in your business?

What conditions have the most disruptive impact on your business now, and will have in the future?

What are the greatest opportunities for your company to change the basis of competition in your industry? How might these impact barriers to entry? Switching costs? Relationships in your value chain? Product differentiation?

How sustainable is your market position and the business model needed to achieve and support that position?

What are your options for growing your business in the future?

3. Identify capability gaps. Specific operational questions will uncover gaps between strategic imperatives and current capabilities. For example, the question “What are the major forces driving changes in your business?” might yield that global competition is a condition of growing importance. If the prospect company lacks operational capabilities to manage a worldwide supply chain, a strategically-significant impediment has been identified. From this finding, the essential work of sales takes place—enabling a client first to believe the facts about an issue—then to care, then to act. Operational questions are instrumental for crossing the belief threshold, so caring and acting are more likely because of the strategic ramifications of the capability gap.

4. Align the gaps with a recommended solution. This final step ensures that the recommended solution matches the client’s strategic imperative. A scenario from my sales past illustrates the importance of this step. Several years ago, one prospective client told me “Our goal is to get our organization 100% on bar coding by the end of next year.” Although I was pleased he believed in my product, I cringed at his remark, wondering how he would handle the Q&A from his management peers at his next planning meeting. The strategic goal was to improve cash flow by cutting order cycle time. Bar coding was one enabler. By establishing a foundation of trust described in Step 1, my commitment was to help my client achieve that outcome.

Achieving the right sales outcome–my client’s success–required both my client and me to keep the strategic objective in focus.

Peter Drucker Centennial

bdra — Tue, 17 Nov 2009 16:36:31 +0000

Thursday, 19th November is the 100th anniversary of the birth in Vienna of Peter Drucker (died 11th November 2005). Generally regarded as one of the founding fathers of modern management principles and practices, Drucker’s thinking and influence is marked by the widespread publication of his quotes and sayings. Many such quotes can be found, unfortunately mostly unreferenced, via a quick Google search (1).

Some of these thoughts are pertinent to anyone with an interest in teaching and learning today, including:

• On developing professional practice – “Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the “naturals,” the ones who somehow know how to teach.”.
• On life-long learning – “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.”.
• On reflection, review and evaluation – “Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.”

And also – “Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.”

Some of the key enabling technologies available today did not exist when he published much of his thinking. However, the advent of modern e-learning and learning technologies arguably has made Drucker’s work more, not less, relevant and the potential of his thinking remains valid. While it is sometimes fashionable to overlook management as a social science, the legacy and value of Drucker’s work lies in its utility across disciplinary and contextual boundaries and in its wider lessons for organisational and professional life today. Interestingly, in the age of e-book readers, only one of Drucker’s many publications - “Managing the Non-Profit Organization” (2005) – is available as an audio book, no doubt including some lessons for educational institutions.

A celebration of the life and work of Drucker is the subject of two-day conference being organised by the Peter Drucker Society of Austria. It is ironic perhaps that his reputation was established by his work for General Motors in the late 1930s and 1940s. Yet today, as the 100th anniversary of his birth is celebrated, the company that provided the impetus for much of his life’s work is in deep trouble, partly on account of external forces, some admittedly beyond its control, but for which management ultimately must bear the responsibility that goes with that role.

Roger Dence
17th November 2009

(1) For example,
http://www.brainyquote.com/quotes/authors/p/peter_f_drucker.html, accessed 17th November 2009.

Social Selling and Corporate Social Responsiblity are Natural Bedfellows

Andy Rudin — Tue, 17 Nov 2009 16:08:19 +0000

November 19th marks the 100th anniversary of the birth of Peter Drucker, one of the most influential business thought leaders of the 20th century. His predictions about the emergence of knowledge workers, the strategic value of marketing, and the importance of information in our society were amazingly clairvoyant. Were he alive today, Peter Drucker might offer us much needed help connecting two of his ideas:

“The purpose of a business is to create a customer,” and
“Management is doing things right; leadership is doing the right things.”

If “right” means including a dollop of good, old-fashioned ethics, solving the connection challenge becomes thornier. How would Mr. Drucker respond to otherwise-intelligent business executives who only pay homage to the first idea (see Pfizer’s Ethics Violations Hurt All of Us)?

Calling Pfizer’s consumer exploitation “callous greed” makes the company seem kinder than it really is. But forget about moralizing. For many corporations, numbers—the raw material of finance, and contained within spreadsheets—influence the ethical outcome of decision making. After all, unethical choices are more palatable when they’re represented by numbers in columns, and not by sick patients who unwittingly take prescribed medication that might kill them. But Pfizer’s bad ethics remind us there are opportunities to differentiate through good ethics. That’s a strategic decision, and the same risk-reward calculus applies. If bean counters, entrepreneurs, and starched-shirt executives can agree on anything, it’s that responsibility as a business strategy—even as a distinguishing competitive asset—merits strong consideration.

Interest in the topic has coalesced under the umbrella of Corporate Social Responsibility, or CSR. According to Art Stewart, a thought leader on CSR, and developer of the New Responsibility Paradigm, “Senior executives have an opportunity now more than any time in recent history to acquire an enduring leadership position for their organization and its brands in the ground swell of consciousness for, and accountability to, the public interest.”

No longer an oxymoron, today’s responsible corporation creates a catalyst to rethink entrenched views of marketing, business development, and sales. As Stewart describes, “marketing is a discipline steeped in manipulative techniques such as micro-targeting and promotional psychology that many argue creates an unhelpful conflict of interest for responsible corporate leadership.” The chasms between the needs of shareholders, corporate communities—including customers, suppliers, and employees—and society have driven many enterprises off the rails of social responsibility.

Stewart’s company, Stewart Strategies Group has innovated to make sure that doesn’t happen by combining five distinct methods:

1. Connecting internal management systems to activism and other demands from external forces.

2. Creating and communicating dynamic corporate codes of conduct, standards, and principles.

3. Integrating verification, monitoring, and certification standards to ensure the corporation’s communications and policy positions are congruent with their operational actions and behaviors.

4. Engaging stakeholders in outreach programs through social networking and other communication tools for environmental and social action, and ethical governance.

5. Transforming brand to align with public interest values.

Social media has had a significant impact on CSR, and the two are natural partners, as these examples illustrate:

Transparency:
According to Jeffrey Hollender, Executive Chairperson of the green products company Seventh Generation, “it’s a mistake for companies to think that they cannot tell the truth and hide anything they do . . . Whether it’s a customer, or an employee, or a reporter, someone will disclose a corporation’s dirty little secrets.”

Customer engagement and brand co-creation:
Shared values create a bond, and some companies see social issues as a way to engage in a mutual embrace. Retailer Patagonia and footwear manufacturer Oboz both champion ethical ideals. Initiatives listed on the Oboz website such as the One More Tree Program, clean energy and offsets, Greater Yellowstone Coalition, and shoe recycling resonate with the company’s communities. Coleman Corporation, an outdoor products company with far greater marketing resources than Patagonia or Oboz, might learn from them. Coleman doesn’t even mention environmental stewardship anywhere on the company website.

Solutions for challenges that unite disparate global communities:
Intel provides a stellar example of a global company that addresses concerns common to communities worldwide. The company’s Corporate Responsibility Report discusses the company’s efforts in the areas of environment, workplace, supply chain, community, and education.

Peter Drucker might agree that delivering shareholder value remains a leadership priority, and profitability is part of that equation. Intel and other for-profit corporations view CSR through that lens. When Intel states “we are working to further embed corporate responsibility into our decision-making frameworks,” it’s reinforcement that Ghandi’s idea, “be the change you wish to see in the world” has compelling strategic value as well.

Further reading:
“Does Your Company Differentiate by Offering Good Products with Virtue?” by Andrew Rudin
“Why Social Media is Vital to Corporate Social Responsibility” by Melissa Jun Rowley
“Overview: Sales Practices” for risk mitigation

nachfüllbar Tinten- und Tonerpatronen

buntesuche — Mon, 16 Nov 2009 12:34:56 +0000

Der Tagestipp kommt aus dem Themenbereich Internet/ Kommunikation/ Computer – Computer: Drucker/ Toner/ Tinte: nachfuellbar.com – So beschreiben die Seitenbetreiber Ihr Angebot: “Wir füllen Ihre leeren Tinten- und Tonerpatronen nach: Schnell. Professionell. Preiswert. …und selbstverständlich mit Geld-zurück-Garantie. In der nachfüllbar finden Sie natürlich auch alles, was Sie zum Drucken brauchen: verschiedene Papiere und Fotopapiere für jeden Anlass Originalpatronen der Hersteller und kompatible Patronen Bürobedarf und vieles mehr”.

Und das sagen andere über dieses Webangebot: “sehr informativ, alles schnell zu finden…” (am 14.10.2009), “viele infos enthalten, hübsches design” (am 23.09.2008),

Weitere Details über diese Website auf dem bunte-suche.de Webportal, ähnliche Webangebote finden Sie in dem bunte-suche.de Themenkatalog Internet/ Kommunikation/ Computer – Computer: Drucker/ Toner/ Tinte

HP Store speziell für Schüler, Studenten und Lehrer

studentenspartipps — Sat, 14 Nov 2009 20:39:46 +0000

Bei Hewlett Packard gibt es zusätzlich zum “normalen” HP Store einen speziellen Store für Studenten, Schüler und Lehrer. Je nach Produktkategorie liegt der Rabatt bei 7% (Notebooks) bis 11% (Drucker).

Klickt einfach im “HP Store für Privatkunden” unten links im Menü “Weitere Informationen” auf den Link “HP Store für Studenten”. Es ist notwendig, sich speziell als Student zu registrieren, um den Rabatt zu erhalten.