All posts under 2015

287/365 Creative imitation

In the early thirties IBM built a high-speed calculating machine to do calculations for the astronomers at New York’s Columbia University. A few years later it built a machine that was already designed as a computer—again, to do astronomical calculations, this time at Harvard. And by the end of World[…]

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286/365 Psychological despotism

Psychological despotism, whether enlightened or not, is gross misuse of psychology. The main purpose of psychology is to acquire insight into, and mastery of, oneself. Not for nothing were what we now call the behavioral sciences originally called the moral sciences and “Know thyself” their main precept. To use psychology[…]

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285/365 Creative destruction

Entrepreneurship rests on a theory of economy and society. The theory sees change as normal and indeed as healthy. And it sees the major task in society – and especially in the economy – as doing something different rather than doing better what is already being done. That is basically[…]

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284/365 Searching for change

This defines entrepreneur and entrepreneurship – the entrepreneur always searches for change, responds to it, and exploits it as an opportunity. From “Innovation and Entrepreneurship: Practice and Principles” by Peter F. Drucker (Note: photo originally taken in 2015 #365projectcheat :))

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283/365 Ahead of you

The talk you hear [..] about adapting to change is not only stupid, it’s [..] dangerous. The only way you can manage change is to create it. By the time you catch up to change, the competition is ahead of you. From “The Effective Executive: The Definitive Guide to Getting[…]

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282/365 Long-range planning

Long-range planning does not deal with the future decisions, but with the future of present decisions. From “The Effective Executive: The Definitive Guide to Getting the Right Things Done” by Peter F. Drucker (Note: photo originally taken in 2015 #365projectcheat :))

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281/365 Through thick and distorting lenses

The executive is within an organisation … he sees the outside through thick and distorting lenses, if at all. What goes on outside is usually not even known firsthand. It is received through an organizational filter of reports. From “The Effective Executive: The Definitive Guide to Getting the Right Things[…]

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