Managing in the Next Society FROM OUR EDITORS
When the most influential management expert of the last century speaks, managers listen. Peter F. Drucker, the author of The Effective Executive and other business classics, has been a trend spotter and a trendsetter for more than 60 years. In Managing in the Next Society, he brings his wisdom into a new century, one in which change is sure to be constant. In this detailed, cogent book, he discusses six major trends that are transforming our world. Instead of glitzy prophecy or glib generalization, Drucker offers the thorough analysis for which he is famous.
FROM THE PUBLISHER
Following in the successful vein of Managing for the Future (1992) and Managing in a Time of Great Change (1995), the incomparable Peter Drucker is back with fresh thoughts, insights, and knowledge about the ever-changing business society around us and the ever-expanding management roles required of us all-chiefs, executives, managers, and knowledge workers alike.
Two main themes are explored in many of the chapters in Managing in the Next Society: the rapidly expanding information shock wave that had its Internet Big Bang as recently as 1995; and the changing shape of our society to come-six major trends that are rapidly transforming our world into what Peter Drucker calls The Next Society.
FROM THE CRITICS
USA Today
...there is much we can learn, about the past and future, from this collection of [Drucker's] recent writing.
AudioFile
Condensed from a compilation of writings that appeared in a number of places, the audio has a exquisite logic that is typical of this legendary consultant's writing. In his 90s now, he is still the consummate trailblazer whose insights and foresightedness are indispensable guides to the future. The principal idea in this work is the notion that processes and contractual alliances now identify businesses entities, more so than traditional ownership or the boundaries associated with factories. The new organizational identity is complex and patched together through international partnerships that blur traditional concepts of identity and require more flexible forms of management. This idea and observations about demographics, immigration, and the emergence of the knowledge worker make this essential listening for managers. T.W. (c) AudioFile 2003, Portland, Maine
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