1. Peter Drucker (1909 - 2005)
1.1. Drucker's Views of Management and Society: Past, Present, Future
1.1.1. Past
1.1.1.1. "In less than 150 years, management has transformed the social and economic fabric of the world's developed countries."
1.1.1.1.1. Management as Social Function and Liberal Art (1988)
1.1.2. Present (20th Century)
1.1.2.1. "No Century in human history has experienced so many social transformations and such radical ones as the twentieth century."
1.1.2.1.1. "A Century of Social Transformation - Emergence of the Knowledge Society" 1995
1.1.3. Future (21st Century)
1.1.3.1. "What we need is an entrepreneurial society in which innovation and entrpreneurship are normal, steady, and continuous."
1.1.3.1.1. The Coming of Entrepreneurial Society, 1985 (Used by Denning as the top note for Chapter 1 The Age of Agile)
1.2. Role of Management
1.2.1. "The Dimensions of Management" 1974
1.2.1.1. "Business enterprises–and public institutions as well–are organs of society. The do not exist for their own sake but to fulfill a specific social purpose and to satisfy a specific need of a society, a community or individuals. They are not ends in themselves." .."Management in turn is the organ of the institution."
1.2.1.2. "There are three tasks, equally important but essentially different, that management has to perform to enable the institution in its charge to function and to make its conrtibution."
1.2.1.2.1. Establishing the specific purpose and mission of the institution, whether business enterprise, hospital, or university."
1.2.1.2.2. Making work productive and the worker effective
1.2.1.2.3. Managing social impacts and social responsibilities.
1.3. Primary Purpose of a Business
1.3.1. The Purpose and Objectives of a Business 1974
1.3.1.1. "The Primary purpose of business is to create a customer"
1.3.1.1.1. "Markets are not created by God, nature, or economic forces but by business people."
1.3.1.2. "Because its purpose is to create a customer, the business enterprise has two – and only these two – basic functions: marketing and innovation."
1.3.1.3. Objectives
1.3.1.3.1. "The basic definitions of the business, and of its purpose and mission, have to be translated into objectives. Otherwise, they remain insights, good intentions, and brilliant epigrams that never become achievement."
1.3.1.3.2. "Objectives...have to be set in these eight key areas".
1.4. Drucker's Main Ideas on Manager's Role
1.4.1. Manager as Knowledge Worker
1.4.2. Manager as Systems Practitioner
1.4.3. Manager as Entrepreneur
2. Law of the Customers
3. Adam Smith
4. Age of Agile
4.1. Assign Day 1 for Day 2
4.1.1. Forward, Intro, and Ch. 1 "More Value from Less Work"
4.1.1.1. p. xi - 25
4.1.1.1.1. special attention to p. 10 ff
5. Trends in Mgment
5.1. (Cybernetics) Systems Practice
5.2. The Quality Movement
5.3. Soft Systems Practice
5.4. Lean
5.5. Kanban
5.6. Design Thinking
5.7. Business Modeling
5.8. Professional Project Management
5.9. Scrum
5.10. Agile
5.11. DevOps
5.12. Lean Startup
5.13. By Decade
5.13.1. Post-war 40's - 50's
5.13.1.1. (Cybernetics) Systems Practice
5.13.2. 60's - '70's
5.13.2.1. The Quality Movement
5.13.2.2. Soft Systems Practice
5.13.3. 80's
5.13.3.1. Kanban
5.13.3.2. Lean
5.13.3.3. Design Thinking
5.13.4. 90's
5.13.4.1. Professional Project Management
5.13.4.2. Scrum
5.13.4.3. Business Modeling
5.13.5. 2000's
5.13.5.1. Agile
5.13.6. 2010's
5.13.6.1. DevOps
5.13.6.2. Lean Startup
5.14. Alphabetical
5.14.1. (Cybernetics) Systems Practice
5.14.2. Agile
5.14.3. Business Modeling
5.14.4. Design Thinking
5.14.5. DevOps
5.14.6. Kanban
5.14.7. Lean
5.14.8. Lean Startup
5.14.9. Professional Project Management
5.14.10. Quality Movement
5.14.11. Scrum
5.14.12. Soft Systems Practice
5.15. By Regioni
5.15.1. US & West
5.15.1.1. Lean Startup
5.15.1.2. Soft Systems Practice
5.15.1.3. Agile
5.15.1.4. Business Modeling
5.15.1.5. DevOps
5.15.1.6. Professional Project Management
5.15.1.7. Design Thinking
5.15.1.8. (Cybernetics) Systems Practice
5.15.2. Japan
5.15.2.1. Quality Movement
5.15.2.2. Kanban
5.15.2.3. Lean
5.15.2.4. Scrum
5.16. Tree
5.16.1. Alphabetical
5.16.2. (Cybernetics) Systems Practice
5.16.2.1. Quality Movement
5.16.2.1.1. Professional Project Management
5.16.2.1.2. Lean
5.16.2.2. Soft Systems Practice
5.16.2.2.1. Design Thinking
5.16.2.2.2. Business Modeling