REVIEW: Drucker tends to write two types of management books. One type is the more practical/"how-to" type of book where he aims directly at improving the effectiveness of managers of all types through their actions. Such books as "Management: Tasks, Responsibilities, Practices" (1974), "Innovation & Entrepreneurship" (1985), "Managing for Results" (1964), and "The Effective Executive" (1967) fall into this category (all of which are still highly relevant). The second type, while still practical, primarily aims at imparting a broader level of understanding of politics, economy, and society (and their trends) to help executives make effective longer-term decisions and shape the future of their organizations. His typical approach in these books is to bring an historical perspective (over decades or even centuries) into understanding the current trends of human activity that are shaping the future. Drucker's "The Age of Discontinuity" (1969), "Managing in a Time of Great Change" (1995), and "Management Challenges for the 21st Century" (1999) are examples of this type. "Managing in the Next Society" (2002) falls into the second category.
The book is actually a collection of articles that Drucker has published from 1996-2001. The basic theme is that it is not the "New Economy" that executives (and all leaders) should be trying to understand it's the "Next Society". The chapters generally touch upon the three major trends that he's identified as shaping the Next Society: the decline of the young population, the decline of manufacturing, and the emergence of the information revolution.
As he did with his very first book "End of Economic Man" in relation to WWII, Drucker is again reminding us that we must first look to understanding society if we wish to understand major historical events/transitions. This thought is summed up best by the title of a chapter about understanding Japan - "It's the Society, Stupid". While that chapter is limited to Japan, I interpreted the book as telling us that we need to understand society in order to understand all major world events and trends. This is especially important after 9/11 when there's a temptation to look at issues through only political, militaristic, or economic lenses.
STRENGTHS: Since the book consists of articles previously published in magazines from 1996-2001, the text is generally concise, interesting, and easy to read. I also loved the way Drucker brings history into some of the chapters (e.g. he covers Luther, Machiavelli, Hamilton, the industrial revolution, slaves, knights, and inventions such as the book, the stirrup, and the longbow).
WEAKNESSES: The downside of a book of articles is that there is a lot of repetition of concepts and phrases and the book is less cohesive and focussed than it could be. However, I didn't find this too serious of a problem. Also, there are no graphics or charts (it's not Drucker's style).
WHO SHOULD READ THIS BOOK: Those executives and leaders (whether in business, politics, or non profits) who are responsible for shaping the future of their organizations.
