Pondering on the thought of Productivity - please see Drucker Institution page
Shall we go back to the most basics.
1. Shall we just continuously push for higher productivity? In the three dimensions of management, the second one is “to make work productive and worker achieving.” A super-high productivity with super-tools may not render worker achieving.
2. In different periods of time, does “productivity” mean differently?
3. For the same type of work, would there be a limit to “productivity?”
4. Does higher productivity produce higher value?
5. How do you define high productivity in education, in health industry?
6. What is the global implication of imbalance in high productivity regions and low productivity regions?
2011年12月27日 星期二
Drucker Differences
I will post a number of management thoughts that I called Drucker Differences. You may respond on individual items. Ducker, of course refers to Peter F, Drucker, the Management Guru of Gurus.
Drucker Differences No. 1
Drucker concerns with why, what, who and when more than how. That is why he says that there is no one single solution is the right solution or one single management organization is the right organization. Management is a liberal art discipline where one has to understand what he is doing and why he is doing so in every decision making situation.
Drucker Differences No. 2
Drucker goes back to the basic. When one deals with basic, the basic can be stated simply and concisely. A manager is a knowledge worker and he/she has to apply his/her own knowledge for the situation and his/her own values to make decisions accordingly. For example, one must understand the business he/she is in by considering the three basic assumptions: the environment, the mission of the enterprise and the core competence of the enterprise. Simple and basic.
Drucker Differences No. 3
Drucker’s teaching is value based. Every decision and every thought of a manager is driven by the values he holds (knowingly or unknowingly). The value system should include integrity, human dignity, responsibility and pursue of Excellency. Thus there is no need of a separate subject on Business Ethics. His/her very act should be guided by the value system. For a corporation, in the same logical argument, should integrate social wellness and social concern into its business strategies.
That is why Drucker formulated the Corporate Social Integration in the early 60s. Michael Porter wrote his famous SCI in 2006. and award winning article on CSI in 2006.
Drucker Differences No. 4
Drucker perceives a dynamic world that changes. Time must be factored into every aspect of decision and action. Therefore one has to learn and improve in order not to be wasted (victim of law of thermal dynamics.) One cannot predict the future but what is happening is not agnostically random. Therefore one must make the future today diligently.
Drucker Differences No. 5 - methodology
One may say this is Drucker's weakness in terms of research. Peter Senge, Jim Collins, students (directly or indirectly) research by studying thousands of companies and interviewed even more business leaders to come up with some conclusions. By the time they get the books out (3 years data gathering and analysis, 2 years writing and publish) the facts changed and the foundation of the conclusions shaken. We all laugh at this. Schools and universities are now trapped y this sad cycle.
Drucker, on the other hand looked forward. He asked questions while he observed (not at a small spot-lighted area but relating to the society). With his deep understanding of law, economics, social theories, he was able to say something that are basic and hence lasting. Most of the influential, significant liberal arts theories (economics, political, religion, social behavior works) which have become the fundamentals of modern theories were done like this.
Drucker Differences No. 1
Drucker concerns with why, what, who and when more than how. That is why he says that there is no one single solution is the right solution or one single management organization is the right organization. Management is a liberal art discipline where one has to understand what he is doing and why he is doing so in every decision making situation.
Drucker Differences No. 2
Drucker goes back to the basic. When one deals with basic, the basic can be stated simply and concisely. A manager is a knowledge worker and he/she has to apply his/her own knowledge for the situation and his/her own values to make decisions accordingly. For example, one must understand the business he/she is in by considering the three basic assumptions: the environment, the mission of the enterprise and the core competence of the enterprise. Simple and basic.
Drucker Differences No. 3
Drucker’s teaching is value based. Every decision and every thought of a manager is driven by the values he holds (knowingly or unknowingly). The value system should include integrity, human dignity, responsibility and pursue of Excellency. Thus there is no need of a separate subject on Business Ethics. His/her very act should be guided by the value system. For a corporation, in the same logical argument, should integrate social wellness and social concern into its business strategies.
That is why Drucker formulated the Corporate Social Integration in the early 60s. Michael Porter wrote his famous SCI in 2006. and award winning article on CSI in 2006.
Drucker Differences No. 4
Drucker perceives a dynamic world that changes. Time must be factored into every aspect of decision and action. Therefore one has to learn and improve in order not to be wasted (victim of law of thermal dynamics.) One cannot predict the future but what is happening is not agnostically random. Therefore one must make the future today diligently.
Drucker Differences No. 5 - methodology
One may say this is Drucker's weakness in terms of research. Peter Senge, Jim Collins, students (directly or indirectly) research by studying thousands of companies and interviewed even more business leaders to come up with some conclusions. By the time they get the books out (3 years data gathering and analysis, 2 years writing and publish) the facts changed and the foundation of the conclusions shaken. We all laugh at this. Schools and universities are now trapped y this sad cycle.
Drucker, on the other hand looked forward. He asked questions while he observed (not at a small spot-lighted area but relating to the society). With his deep understanding of law, economics, social theories, he was able to say something that are basic and hence lasting. Most of the influential, significant liberal arts theories (economics, political, religion, social behavior works) which have become the fundamentals of modern theories were done like this.
2011年8月31日 星期三
2011年8月23日 星期二
The social side of the triple bottom line
The social side of the triple bottom line
Social refers to those matters related to society. This is the most difficult part of the trilogy. A society is a group of people with a persistent relationship with each other. This could be simply geographical, political, or some cultural things. A community is a society in a narrower sense in the number of members or in the purity of relationships.
Social concerns in HK started in the 60s or early 70s when there was a large influx of immigrants and the government was not able to do too much to care of these people. Some people took on to themselves to start roof-top schools and other programs. They got organized to become the NGOs.
The social issues are becoming more acute all over the world and the polarization of the rich and poor are getting stronger. This uneven distribution of wealth, resources and power leads to social unrest as we have seen, the most recently, the London Riot. A citizen, or a member of the society sees himself through his "function" and his "role" in order to relate to the society. If these two basic elements are missing. He becomes a non-citizen. When the number of dis-satisfied members reach to a threshold, the "tipping point" triggers a riot or a revolution.
Therefore the society, an organism by itself, will find a way to stablize itself. Today with the complexity of the society, none can handle it alone. Thus for sustainability, all have to work together with the three bottom lines considered at the same time.
2011年8月22日 星期一
The environment side of the triple bottom line
The environment side of the triple bottom line
Two closely related factors drastically put a heavy burden on self-renewal of ecology.
1. The sheer growth of world population. It stands at 6.9 billion, was only 300 million in 1350, 2 billion in 1920 and 8 billion by2025. One billion people will be added in 15 years.
2. The exponential growth of technology and productivity. The advancement provided the much enjoyed prosperity and yet through the power of marketing produces blind-sighted consumption and waste.
A few mega-scale disasters shook up then a small percent of people to the unbalanced environment issues. The green movement soon spreads to many responsible corporations that put environmental concern in their business strategies. (what M Porter and Drucker called Corporate Social Integration)
The evolution and the development of this bottom line is the effort of many but we know that by themselves, it is not enough.
Two closely related factors drastically put a heavy burden on self-renewal of ecology.
1. The sheer growth of world population. It stands at 6.9 billion, was only 300 million in 1350, 2 billion in 1920 and 8 billion by2025. One billion people will be added in 15 years.
2. The exponential growth of technology and productivity. The advancement provided the much enjoyed prosperity and yet through the power of marketing produces blind-sighted consumption and waste.
A few mega-scale disasters shook up then a small percent of people to the unbalanced environment issues. The green movement soon spreads to many responsible corporations that put environmental concern in their business strategies. (what M Porter and Drucker called Corporate Social Integration)
The evolution and the development of this bottom line is the effort of many but we know that by themselves, it is not enough.
2011年8月18日 星期四
The economic side of the triple bottom line
Centuries ago, missionaries learned that "save a soul" is not sufficient. A human being has multiple dimensions. After a native got "saved", he continued to "live" in the world. They started to teach the natives a sustainable better living environment. This root of "doing good" emerges itself in a form of social enterprise, irrespective of religious or not.
In social enterprise, the mission of the business is to address a specific need of the society of the time, with the aim to be "profitable" for self-sustain. This is the concept of "doing good well." Well refers to excellency in business performance in terms of economics.
永續的底線包含了「經濟」因素。我們生活在一個以財富為指標的社
從一個歷史和理論層次,我們可以這樣理解永續三底線的經濟因素:
早時宣教士被差派到一些落後地方傳福音,他們很快便明白到「救恩
Sustainability and the Triple Bottom-line
When the commercial side of the society was making great strikes towards prosperity, the need for environment concern was felt. Yet little was done in a systematic way. Until recently, corporations are changing their mission statements to reflect the world's awakening to involve the business side for a sustainable environment. Hence, we have the triple bottom-lines sustainability conditions: economical, environmental and social.
永續性的三底線
過去幾十年，憑藉努力和科技的進步，超倍數的生產力帶來社會的繁
訂閱：
文章 (Atom)