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The Daily Drucker: February

Title Thumbnail & Hero Image: Peter F. Drucker, source: www.hsbrandsth.com, access date: Oct.30, 2025.
The Daily Drucker: February

First revision: Oct.30, 2025

Last change: Jan.7, 2026

Searched, gathered, rearranged, translated, and compiled by Apirak Kanchanakongkha.

1 February

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Crossing the Divide
Crossing the divide into the new realities.
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Every few hundred years, there occurs a shape transformation. We cross a "divide." Within a few short decades, society rearranges itself - its worldview, its basic values, its social and political structure, its arts, its key institutions. Fifty years later, there is a new world. The people born after the transformation cannot even imagine the world in which their grandparents lived and into which their own parents were born.

But today's fundamental changes, these new realities visible thirty years ago, are actually only beginning and just about to have their full impacts. They underlie the worldwide restructuring of business, large and small - mergers, divestitures, alliances. They underlie the worldwide restructuring of the workforce - which, while largely an accomplished fact in the U.S., is still in its early stages in Japan and Europe. And they underlie the need for fundamental innovation in education, and especially in higher education. These realities are different from the issues on which politicians, economists, scholars, businessmen, and union leaders still fix their attention, still write books, still make speeches.

ACTION POINT: Next time you hear colleagues pounding the table for something that is clearly yesterday's news, find a way to tell them they need to wake up and smell the coffee.

The New Realities

Post-Capitalist Society
The Age of Discontinuity.

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2 February

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Face Reality
Exploit the new realities.
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Today's new realities fit neither the assumption of the left nor those of the Right. They don't mesh at all with "what everybody knows." They differ even more from what everybody, regardless of political persuasion, still believes reality to be. "What is" differs totally from what both the Right and the Left believe "ought to be." The greatest and most dangerous turbulence today results from the collision between the delusions of the decision makers - whether in governments, in the top managements of businesses, or in union leadership - and the realities.

But a time of turbulence is also one of great opportunity for those who can understand, accept, and exploit the new realities. One constant theme is, therefore, the need for the decision maker in the individual enterprise to face up to reality and resist the temptation of what "everybody knows," the temptations of the certainties of yesterday, which are about to become the deleterious superstitions of tomorrow. To manage in turbulent times, therefore, means to face up to the new realities. It means starting with the question: "What is the world really like?" rather than with the assertions and assumptions that made sense only a few years ago.

ACTION POINT: List three new opportunities created by demographic shifts - changes in the composition of the population and workforce - and the shift from national to regional to transnational economies. Pursue them.

Managing in Turbulent Times.

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3 February

This pic was developed on Jan.7, 2026.

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The Management Revolution
What matters is the productivity of nonmanual workers.
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In 1881, an American, Frederick Winslow Taylor (1856-1915), first applied knowledge to the study of work, the analysis of work, and the engineering of work. This led to the productivity revolution. The Productivity Revolution has become a victim of its own success. From now on, what matters is the productivity of nonmanual workers. And that requires applying knowledge to knowledge.

But knowledge is now also being applied systematically and purpose-fully to define what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective. It is being applied, in other words, to systematic innovation. This third change in the dynamics of knowledge can be called the Management Revolution. Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management.

ACTION POINT: What results are you being paid to achieve? List three tasks that you should eliminate to be productive.

Post-Capitalist Society.

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References:
01. The Daily Drucker: 366 DAYS of INSIGHT and MOTIVATION for GETTING the RIGHT THINGS DONE, Peter F. Drucker with Joseph A. Maciariello, HarperBusiness, 1st Ed., ISBN 0-06-074244-5, 2004, New York, United States.
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