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Managing for the Future Paperback – March 26, 1993

4.0 out of 5 stars 6 customer reviews

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Editorial Reviews

From Library Journal

Noted management guru Drucker ( The Frontiers of Management , LJ 10/1/86) wrote the 40 chapters of this book over a five-year period; some have been previously published. Arranging his essays under four broad headings--Economics, People, Management, The Organization--Drucker's goal is to explain to busy executives the rapidly changing world in which they are working. Each chapter is "designed from the beginning to simulate action--identify new opportunities; to point out areas where changes--in process and product, policies, markets, and structure--might be needed." An interesting view of the future by one of the most widely read business writers. Recommended for all business collections. Previewed in Prepub Alert, LJ 11/1/91.
- Michael D. Kathman, St. John's Univ. Lib., Collegeville, Minn.
Copyright 1992 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.

From Kirkus Reviews

More short-take pieces of Drucker's lively mind. Like its predecessor, The Frontiers of Management (1986), this collection of 40-odd essays (previously published in The Wall Street Journal and elsewhere from 1987 through mid-1991) covers a wide variety of topics in four main sections: ``Economics,'' ``People,'' ``Management,'' and ``The Organization.'' This time around, though, there's appreciably less substance to the maestro's jottings. Where before Drucker contrived to give a fresh spin to banal themes (e.g., that change affords opportunity; that the short-term focus of institutional investors is a root cause of the erosion of American competitiveness in world markets), he now has comparatively little to say that's either new or different. Indeed, Drucker sticks disappointingly close to conventional wisdom on the recent primacy of investment over trade in the transnational economy, on the decline of agricultural exports throughout the world, on the importance of structuring R&D programs so business potential (not technology) is the driving force, and on cost- cutting as a permanent policy, the current swing to cross-border alliances, and related subjects. Drucker does, however, offer genuine insights on: executive accountability, the lessons nonprofit enterprises can teach their commercial counterparts, emergent trends in manufacturing, performance measures, the greater willingness of mid-size companies to contract with outside suppliers for support services, and what Japan Inc. is about in foreign climes, including the US. But while the author in low gear is better than most (decidedly so in many cases), there really is no substitute for the coherent, start-to-finish audits that define as well as advance the state of the managerial art--and made Drucker's name a board-room byword. An agreeable pastiche of commentary and broadly prescriptive counsel that touches on a host of prospectively vital issues. -- Copyright ©1991, Kirkus Associates, LP. All rights reserved. --This text refers to an out of print or unavailable edition of this title.
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Product Details

  • Paperback: 300 pages
  • Publisher: Routledge (October 1, 1993)
  • Language: English
  • ISBN-10: 0750609095
  • ISBN-13: 978-0750609098
  • Product Dimensions: 6.1 x 0.7 x 9.2 inches
  • Shipping Weight: 1.2 pounds (View shipping rates and policies)
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Best Sellers Rank: #2,017,978 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

Format: Paperback
Peter Drucker starts his Preface to this book with a reference to his book “The Frontiers of Management” published in 1985. You should be aware that “The Frontiers of Management” was published several times, e.g. in 1997 with new comments to all four parts.

“Managing for the Future”, first printing in 1992, consists of 39 chapters written between August 1986; [Drucker original quotes follow] “in the same week I wrote the first draft of what was published – in early winter of 1989 – as Chapter 4 in my book The New Realities under the title “When the Russian Empire is Gone” – in which I predicted the inevitable failure of Mr. Gorbachev’s economic policies, the equally inevitable collapse of communism, and the disintegration of the Soviet Union”; and August 1991 “in the week after the Communist hardliners’ putsch against Mr. Gorbachev had failed.”

Today, we all know, that the Soviet Union was declared as dissolved on December 8, 1991.
Russia, Ukraine and Belarus established the Commonwealth of Independent States (CIS) in its place. Today CIS has nine full member states – Ukraine is no member state anymore.

With a view on Peter Drucker’s lessons for the future I want to select some topics with original Peter Drucker quotes. Where appropriate I will add my comments marked MC.

Chapter 1 The Futures Already Around Us …
Finally, corporate size will by the end of the coming decade have become a strategic decision. Neither “big is better” nor “small is beautiful” makes much sense. Neither elephant nor mouse nor butterfly is, in itself, “better” or “more beautiful.” Size follows function, as a great Scots biologist, D’Arcy Wentworth Thompson, showed in his 1917 classic On Growth and Form.
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Format: Paperback
1. Contrary to popular belief, many of the US multinationals are advancing rather than retrenching in Western Europe and in Japan.

2. A small car plant in Fremont, Ca is jointly owned by GM and Toyota and was designed to teach GM how to build small cars profitably. The two cars produced are the Chevrolet Nova and the Toyota Corolla FX.

3. Going transnational is not confined to manufacturing firms. Companies become transnational to gain leadership positions in the developed world.

4. In an age of sharp and violent currency fluctuations, this means a leader must be able to innovate, to produce and to market in every area of the developed world - or else be defenseless against competition should foreign-exchange rates sharply shift.

5. In the early 80s, currency fluctuations approached 50 percent due to a stronger dollar and high interest rates. The world market share of manufactured goods produced by the US based companies stayed at 20 to 22 percent, a level sustained since the 60s. Exports decreased in steel, automobiles, consumer electronics, machine tools, and semiconductors. American manufacturers with Western European ventures substantially increased their market penetration in computers and computer software, in pharmaceuticals, specialty chemicals, telecommunication equipment, and financial services.

6. No company was hit harder in the early 80s by the tide of Japanese imports into the US than Ford. What saved Ford was its leadership position in the European Market, giving profits and cash flow to pull it through the dismal years. Major US banks accounted for 50 percent of the services during this time period.

7. International trade has been steadily slowing down for the most of the past decade.
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Format: Hardcover
Peter Drucker's mind on management is so pure and immaculate that he wraps you up and geta you to lean back and think...'is this the way I have been doing it and is this the right way to do what I've been doing'. You just keep questioning yourself. Interesting!
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