exerpt from The Daily Drucker written by Peter F. Drucker
At present, the term “knowledge worker” is widely used to describe people with considerable theoretical knowledge and learning: doctors, lawyers, teachers, accountants, chemical engineers. But, the most striking growth will be in “knowledge technologists”: computer technicians, software designers, analysts in clinical labs, manufacturing technologists, paralegals. These people are as much manual workers as they are knowledge workers; in fact, they usually spend far more time working with their hands than with their brains.
So, knowledge does not eliminate skill. On the contrary, knowledge is fast becoming the foundation for skill. We are using knowledge more and more to enable people to acquire skills of a very advanced kind fast and successfully. Only when knowledge is used as a foundation for skill does it become productive. For example, surgeons preparing for an operation to correct a brain aneurysm before it produces a lethal brain hemorrhage spend hours in diagnosis before they cut – and that requires specialized knowledge in the highest order. The surgery itself, however, is manual work – and manual work consisting of repetitive manual operations in which the emphasis is on speed, accuracy, uniformity. And these operations are studied, organized, learned, and practiced exactly like any other manual work.
Action Point: Outline the skills required in your work. Analyze and refine these skills for optimum quality and productivity.
Excerpt from The Daily Drucker written by Peter F. Drucker
The characteristic of the innovator is the ability to envisage as a system what to others are unrelated, separate elements. It is the successful attempt to find and to provide the smallest missing part that will convert already existing elements. To find areas where innovations would create maximum opportunities, one asks: “What is lacking to make effective what is already possible? What one small step would transform our economic results? What small change would alter the capacity of the whole of our resources?”
To describe the need is not to satisfy it. But describing the need gives a specification for the desirable results. Whether they are likely to be obtained can be decided. Innovation is applicable to finding business potential and to making the future.
Action Point: Ask yourself the three questions above.
Excerpt from The Daily Drucker written by Peter Drucker
Often a prescription drug designed for a specific ailment sometimes ends up being used for some other quite different ailment.
When a new venture does succeed, more often than not it is in a market other than the one it was originally intended to serve, with products or services not quite those with which it had set out, bought in large part by customers it did not even think of when it started, and used for a host of purposes besides the ones for which the products were first designed. If a new venture does not anticipate this, organizing itself to take advantage of the unexpected and unseen markets; if it is not totally market-focused, if not market-driven, then it will succeed only in creating an opportunity for a competitor.
The new venture therefore needs to start out with the assumption that its product or service may find customers in markets no one thought of, for uses no one envisaged when the product or service was designed, and that it will be bought by customers outside its field of vision and even unknown to the new venture. If the new venture does not have such a market focus from the very beginning, all it is likely to create is the market for a competitor.
Action Point: When innovating, go with the market response, not with your preconceived ideas. Don’t marry your pet ideas about a new venture.
(excerpt from The Daily Drucker: 366 Days of Insight and Motivation by Peter Drucker)
The important thing is to identify the “future that has
Futurists always measure their batting average by counting
how many things they have predicted that have come true. They never count how
many important things come true that they did not predict. Everything a
forecaster predicts may come to pass. Yet, he may not have seen the most meaningful
of the emergent realities or, worse still, may not have paid attention to them.
There is no way to avoid this irrelevancy in forecasting, for the important and
distinctive are always the result of changes in values, perception, and goals,
that is, in things that one can divine but not forecast.
But the most important work of the executive is to identify
the changes that have already happened. The important challenge in society, economics,
politics, is to exploit the changes that have already occurred and to use them
as opportunities. The important thing is to identify the “future that has
already happened” – and to develop a methodology for perceiving and analyzing
these changes. A good deal of this methodology is incorporated in my 1985 book
Innovation and Entrepreneurship, which shows how one systematically looks to
the changes in society, in demographics, in meaning, in science and technology,
as opportunities to make the future.
Action Point: Identify the major trends in your market that have already appeared. Write a page on their likely longevity and impact on your life and organization.