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Management Challenges for the 21 st Century. P.F. Drucker. Management’s New Paradigm. Since 1930’s Management is Business Management Today Mgmt. is the Specific Distinguishing Organ of Any and All Organizations. Mgmt.’s New Paradigm. Since 1930’s One Right Organization Structure

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management s new paradigm
Management’s New Paradigm
  • Since 1930’s

Management is Business Management

  • Today

Mgmt. is the Specific Distinguishing Organ of Any and All Organizations

mgmt s new paradigm
Mgmt.’s New Paradigm
  • Since 1930’s

One Right Organization Structure

  • Today

No Such Thing… … People Variables

The Organization that Fits the Task

mgmt s new paradigm1
Mgmt.’s New Paradigm
  • Since 1930’s

One Right Way to Manage People

  • Today

Different People have to be Managed Differently

    • People are Lead… To make most productive their specific strengths.
strategy the new certainties
Strategy – the New Certainties
  • The Collapsing Birthrate in the Developed World
      • Politics of Turbulence
      • Government Instability
      • Retirement
      • Productivity Must Increase Rapidly
strategy the new certainties1
Strategy – the New Certainties
  • The Distribution of Disposable Income
    • 4 Growth Sectors of the 20th Century
      • Government
      • Health Care
      • Education
      • Leisure
  • Growth of Financial Services
strategy the new certainties2
Strategy – the New Certainties
  • Defining Performance
  • Institutional Ownership
      • “For Whose Benefit Should the Business be Run?”
  • Stakeholders
  • Short Term vs. Long Term
strategy the new certainties3
Strategy – the New Certainties
  • Global Competitiveness
  • Cheap Labor No Longer Works
  • Growing Global Standards
  • “Protection” No Longer Protects
    • Tariffs, Taxes, etc…
strategy the new certainties4
Strategy – the New Certainties
  • Growing Incongruence between Economic Reality and Political Reality

Global Economy of Money & Information

vs.

Regional, National, and Local Realities

the change leader
The Change Leader
  • Sees Change as an Opportunity
    • Abandonment
    • Organized Improvement (3%)
    • Exploiting Success

“Make the Future”

the information revolution
The Information Revolution
  • From the “T” to the “I”
  • Continuing Education
  • Organizing Information
    • Key Events or KPI’s
    • Statistics
    • Threshold Phenomenon
knowledge worker productivity
Knowledge-Worker & Productivity
  • What is Your Task?
  • What Should it Be?
  • What Should You be Expected to Contribute?
  • What Hampers You in Doing Your Task?
  • What Should be Eliminated?
managing oneself
Managing Oneself
  • Who Am I? • What are My Strengths?
  • How do I Work?
  • Where do I Belong?
  • What is My Contribution?
  • Take Responsibility!
  • Plan for the Second Half of Your Life!
why acquire
Why Acquire?
  • To Grow!
    • Because Organisms Grow or Die
why acquire1
Why Acquire?
  • To Own Strategic Assets
    • Key Resources
    • Patents/Technology
    • Geography
    • Eliminate Competition
why acquire2
Why Acquire?
  • To Diversify / Reduce Risk
    • Management Objectives
    • Shareholder Value
      • Only 20-30% of Acquisitions  shareholder value
which way to grow
Which Way to Grow?

Horizontal

GF/OM

Vertical

HNZ/Hubinger

slide18
Grow Cash

Grow Earnings

Grow Both

how to defend against others
How to Defend Against Others?
  • Do Well and Insure Full Value!
  • Use Legal Options, Poison Pills
    • Thru: Government Options
      • HSR
      • A/O
        • Who Owns Your Stock
        • Management Buyouts
at what price
At What Price?
  • To Shareholders
    • Dilution Limits
    • E.V.A.
  • I.R.R.
  • Whatever it Takes