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Peter Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” He is in every practical sense the father of modern management strategy. As a life long Drucker student, I’ve always imagined how he would have taught or wrote about Enterprise 2.0 and its impact on today’s management and companies. So I decided to turn imagination into reality (well… mine at least) and produced a presentation which I believe would have reflected Drucker’s view of Enterprise 2.0:
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WHAT IF PETER DRUCKER TAUGHT ENTERPRISE 2.0 STRATEGY
What LESSONS would he draw?
How would he have explained ENTERPRISE 2.0 to solve toKHy’s IusPnLss problems?
LLt’s EXPLORE a proposed Curriculum
INTRODUCTION About successful organizations Drucker stressed three things MANAGEMENT INNOVATION COMMUNITY
Drucker thought a MANAGER’S task is to make the strengths of people effective and their weaknesses irrelevant
Drucker believed that rLlyPnN on yLstLrKHy’s successes are far more risky than constantly INNOVATING
Drucker considered a business an economic organ that was equally a COMMUNITY
As for technology he deemed it an extension of the KNOWLEDGE WORKER
DRUCKER: Work creates a unique social bond HmonNst LmployLLs. |t’s Hlso tOL PntLrMHJL Mor using technology as tools which in turn helps shape corporate culture and personality.
NEITHER TECHNOLOGY OR PEOPLE determines the other, but each shapes the other
So that the result is a more EFFECTIVE CORPORATION
Work has always been SOCIAL
But TODAY’S Enterprise 1.0 knowledge worker is SEPARATED from his colleagues and customers
Blocked by voice mail, email and noise
Blocked by voice mail, email and noise So we’re less social
Blocked by voice mail, email and noise So we’re less social Less of a community
Blocked by voice mail, email and noise So we’re less social Less of a community Less effective
ButENTERPRISE 2.0 technologies and strategies can bring community back to work
STILL YET
ENTERPRISE 2.0 is not a substitute for poor LEADERSHIP
‚Life can only be understood backwards. But then one forgets the other principle: that it must be lived forwards.‛
So lLt’s look IHJkwHrK HnK sLL WHATWOULD DRUCKERDO
LEHMAN BROTHERS THE 31st FLOOR
Before top LEHMAN EXECUTIVES arrived at Headquarters in NYC they would call the front desk
The front desk would get the security guard to HOLD A PRIVATE ELEVATOR
The private elevator was programmed to go straight to the 31ST FLOOR
Why did they spend an estimated $100,000 to create this process?
Why did they spend an estimated $100,000 to create this process? INEXPLICABLE–‚GLt out and meet pLoplL tOHt’s your laboratory, hands on‛ DRUCKER
Worse, most Lehman employees NEVER saw OR heard from their top Executives
In fact the CEO was nicknamed the INVISIBLE MAN
HERE HE |S… RICHARD FULD
So why did Lehman Executives AVOIDTHEIR OWNEMPLOYEES
SomL JlHPm tOLy KPKn’t wHnt to IL EXPOSEDMor Hll tOLy KPKn’t unKLrstHnK
And alarmingly, the best at Lehman were SILENCED as they issued WARNINGS
Execs KPKn’t wHnt to OLHr THE TRUTH
Later, banks refused to do business with Lehman because of its COMPLEX & OPAQUE methods of trading
Soon, investors lost CONFIDENCE And the stocked plunged
Soon, investors lost CONFIDENCE And the stocked plunged -95%
But if implemented, would ENTERPRISE 2.0 STRATEGY AND TECHNOLOGY have saved Lehman?
DRUCKER & E2.0 LESSONS LEARNED MANAGEMENT Because they were disconnected from the rest of the organization, bad news was either ignored (because they could ignore it in private) or never made it to the 31st floor. ORGANIZATION & COMMUNITY The organization became “sick” when management failed to ask themselves, “how long can this market sustain itself?” or even “what’s our current position and what happens if this bubble pops?” Where were the community feedback loops? TECHNOLOGY RECOMMENDATIONS MindTouch (Social Intranets) or ThoughtFarmer & Yammer (Microblogging ) would have given the Lehman community a social platform to alert the organization to the impending housing bubble collapse.
WOULD E2.0 HAVE SAVED LEHMAN? POSSIBLYNo methodologies or technologies can replace extremely poor leadership, but the right E2.0 tools and resulting community would have caused enormous pressure to change course. DRUCKER NOLLOmHn’s demise was a failure of leadership in multiple areas including strategy, risk management, organizational culture, integrity and ethics, and possibly including information systems. Enterprise 2.0 technologies can certainly enable greater information transparency up and down the corporate hierarchy but they cannot solve systemic malfeasance and deception. E2.0 systems would not have been able to overcome this organizational penchant for secrecy and opaqueness as they were too ingrained in the organizational culture. Jas Dhillon ThinkPassenger
GENERAL MOTORS The Aztek –‚|t looks tOL wHy MontLzumH’s rLvLnNL MLLls.‛
The Original AZTEK concept car wHsn’t tOHt IHK