THE SOCIAL SECTOR
"The bureaucracy cannot admit that the
nonprofits succeed where governments fail."
The real answer to the question "Who takes care
of the social challenges of the knowledge society?" is neither
"the government" nor "the employing organization".
It is a separate and new social sector. Government has proved
incompetent at solving social problems. The nonprofits spend far less
for results than government spends for failures.
Instead of using federal tax system to encourage
donations to nonprofits, we have the IRS making the one move after the
other to curtail donations to nonprofits. Each of these moves is
presented as "closing a tax loophole". The real motivation for
such action is the bureaucracy's hostility to markets and private
enterprise in the former Communist countries. The success of nonprofits
undermines the bureaucracy's power and denies its ideology. Worse, the
bureaucracy cannot admit that the nonprofits succeed where governments
fail. What is needed therefore is a public policy that established the
nonprofit as the country's first line of attack on its social problems.
Support nonprofits in their efforts to tackle social problems.
Managing in a Time of Great Change.
FOCUS ON EXCELLENCE
"What is your specific knowledge?"
A valid definition of the specific knowledge of a
business sounds simple-deceptively so. It takes practice and regularity
to do a knowledge analysis well. The first analysis may come up with
embarrassing generalities such as: our business is communications, or
transportation, or energy. These general terms may make good slogans for
a salesman's convention; but to convert them to operational meaning -
that is, to do anything with them - is impossible. But with repetition ,
the attempt to define the knowledge of one's own business soon becomes
easy and rewarding. Few questions force a management into as objective,
as searching, as productive to look at itself as the question:
"What is our specific knowledge?" No company can excel in many
knowledge areas. A business may be able to excel in more than one area.
A successful business has to be at least competent in a good many
knowledge areas in addition to being excellent in one. But to have real
knowledge of the kind for which the market offers economic reward
requires concentration on doing a few things superbly well.
ACTION POINT: What
are the few things that your organization dies superbly well? Stay
focused on them.
Managing for Results
"Public service means service to the public, not
services the public has to put up with."
JOHN MAJOR, British statesman, and prime minister
"If you want good service, serve yourself."
"Say what you mean, and mean what you say."
"A little sincerity is a dangerous thing, and a
great deal of it is absolutely fatal."
OSCOR WILDE (1854-1900), Irish playwright, Poet,
author and wit.
"There are three kind of lies-lies, demand lies,
BENJAMIN DISRAELI (1804-1881), British statesman,
novelist, and Prime Minister (1868 and 1874-1880)
"He uses statistics as a drunken man uses
lamp-posts ñfor support rather than illumination."
ANDREW LANG (1844-1912), British scholar, translator,
critic and author.
"We cannot ensure success, but we can deserve
JOHN ADAMS (1735-1826), American statesman, and
second president of USA.
"I wanted to be successful for my father because
I never got the doctorate in music, which is what he wanted me to do.
But I wanted to do it on my own terms and I fell on my face. It was the
biggest gift though, because than I started to see preety much
everything for what it was in the whole music world."
TORRI AMOS, American singer and song writer.
"If at first you donít succeed, blame someone
"The rules of success won't work unless you
"He or she who approaches customer care with a
determination to profit from change will succeed."
STEPHEN DANDO-COLLINS, Australian author and editor.
"The way to secure success is to be more anxious
about obtaining than about deserving it."
WILLIAM HAZLITT (1778-1830), British poet and
"To be successful, keep looking tanned, live in
an elegant building- even if you are in the cellar- be seen in smart
restaurants- even if you nurse one drink- and if you borrow- borrow
ARISTOTLE ONASSIS(1906-75), Greek shipping magnate.
"The world around me have its own idea of my
successes and failures which is sometimes independent of my own
HELLEN MIRREN, British actress.
"It was all a bit like being on the moon: you
moved forward because you were falling forward. The clear path is
revealed later, looking back. Which doesnít mean that one disclaims
responsibility for oneís actions. We are what we have done: besides, we
canít deny it without giving up
CLIVE JAMES, Australian born British broadcaster and
"Do your duty in all things. You cannot do more.
You should never wish to do less."
ROBERT E. LEE (1807-70), American soldier, and
commanding general of the armies of the Confederate States of America.