MANAGING FOR TOMORROW
The fundamentals pertain to today's enterprise. But all institutions live and perform in two times periods: that of today and that of tomorrow. Tomorrow is being made today, irrevocably, in most cases. Managers therefore always have to manage both today - the fundamentals - and tomorrow. In turbulent times, managers cannot assume that tomorrow will be an extention of today. On the contrary, they must manage for change, change alike as an opportunity and a threat.
CONCENTRATING RESOURCES ON RESULTS
In turbulent times the enterprise has to be kept lean and muscular, capable of taking strain but capable also of moving fast and availing itself of opportunity. This is particularly important if such times follow long years of comparative calm, ease, and predictability. Unless challenged, every organization tends to become slack, easygoing, diffuse. It tends to allocate resources by inertia and tradition rather than by results. Above all, every organization tends to avoid unpleasantness. And nothing is less pleasant and less popular than to concentrate resoucers on results, because it always means saying "No".
Source: Managing in Turbulent Times - Peter Drucker
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