Page 63 - The Drucker Lectures
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44 [   The Drucker Lectures

                          The relationship of these institutions to each other is also
                       very peculiar. The United States government asks Company X
                       to take over the War on Poverty, and at the same time it’s put-
                       ting the executive of the same company in jail for antitrust viola-
                       tions. Caltech and MIT have more profit-making subsidiaries
                       than Sears Roebuck has stores, but they are “nonprofit.” Busi-
                       ness corporations are increasingly doing governmental work and
                       community work. This is a very peculiar mixture indeed.
                          We do not yet know the relationship among these institu-
                       tions. We do not know the relationship between institutions and
                       society as a whole. We do not yet know the relationship between
                       institutions and the individual.
                          In many ways, the new capacity to organize and to manage is
                       a great strength. But it is very recent—not even 100 years old. It
                       is also not very common outside of a very small group of people,
                       most of them white (with the exception of the Japanese) and
                       most of them in the Northern Hemisphere. The underdeveloped
                       countries are underdeveloped today mostly because they don’t
                       know how to manage—and we don’t yet know how to teach
                       them. We do know that this is the lacking ingredient. The mo-
                       ment you can manage, you are no longer underdeveloped. You
                       may still be poor, but you know how to get out of poverty fast.
                          The new thing that we have developed—or are developing—
                       is a new social structure in which we use our newfound capac-
                       ity to manage, to build institutions, to discharge social tasks.
                       This enables us to do things that our ancestors would not have
                       dreamed of in every area, whether you talk medicine, education,
                       science, warfare, or economic development. These are great new
                       capacities for doing better. But they also pose challenges. They
                       pose new problems above all to the manager, problems of his own
                       competence and problems of his own values and responsibilities.
                       We are just beginning to go to work on them, and perhaps the
                       most important thing to say is that at least we are beginning to
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