Peter Drucker, whose work is still the clear and essential business writing, wrote about the Theory of the Business in an HBR article in 1994. While his references to IBM, GM and Marks and Spenser seem out of date – his thinking and assumptions about business and organizations are, without peer, are still contemporary.
As I read his clear writing about The Theory of Business, there was one perspective that came through clearly, but was not made explicit by Drucker - the risk of organizational drag (or death) by convention.
The key point that I notice in Drucker is less about his process, and more about the mindset that great organizations hold. The ones who excel and the ones who thrive are willing to ignore (blow up) convention – rather than so many in organizations who cling to its safety. Convention becomes the saboteur for innovation and true performance.
These are the 4 antidotes:
Be emotionally, intellectually and socially open to the truth – cold truth as well as warm truth.
Be accountable for inner-system and social thinking where principles, objectives and actions hold intellectual validity.
Build a common collective understanding that holds accountability and engenders operational discipline – not accepting of delusion and denial.
Never stop learning and evolving, deepen your insight from action, reflection and courage.
Where I would say ‘yes,, and’ to Drucker is his assumption that it is executives who are charged to be un-conventional. I would say that this kind of authenticity and engagement is something that should be personified across much of the organization. I would say that today’s complexity and integration requires this kind of commitment and integration among most of the players in the circles that make up extended organizations today.
A few more points on Peter Drucker. (I would pick Drucker for my answer the question “If you could have dinner with anyone in history, who would it be.”).
There are so many speaking to their truths today, but Peter spoke to many of them first. There are many espousing new models of working and organizing, while disparaging ‘management’, but those are sometimes ones who have something to gain with the claims, and who are un-aware of the giant on whose shoulders they stand.