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1、BESTOFHBR1985TheDisciplineofInnovationbyPeterRDruckerHowmuchofinnovationisinspiration,andhowmuchishardwork?Ifit'smainlytheformer,thenmanagement'sroleislimited:Hiretherightpeople,andgetoutoftheirway.Ifit'slargelythelatter,managementmustplayamorevigorousrole:Establishtherightrolesandprocess
2、es,setcleargoalsandrelevantmeasures,andreviewprogressateverystep.PeterDrucker,withthemasterlysubtletythatishistrademark,comesdownsomewhereinthemiddle.Yes,hewritesinthisarticle,innovationisrealwork,anditcanandshouldbemanagedlikeanyothercorporatefunction.Butthatdoesn'tmeanit'sthesameasother
3、businessactivities.Indeed,innovationisthevjorkofknawingratherthandoing.Druckerarguesthatmostinnovativebusinessideascomefrommethodicallyanalyzingsevenareasofopportunity,someofwhichMewithinparticularcom-paniesorindustriesandsomeofwhichlieinbroadersocialordemographictrends.Astutemanagerswill
4、ensurethattheirorganizationsmaintainaclearfocusonallseven.Butanalysiswilltakeyouonlysofar.Onceyou'veidentifiedanattractiveopportunity,youstillneedaleapofimaginationtoarriveattherightresponse-callit"functionalinspiration."Inbusiness,innovationDESPITEmuchdiscussionthesedaysInnovationisthesp
5、ecificfunctionofofthe"entrepreneurialpersonality,"entrepreneurship,whetherinanexist-rarelyspringsfromafewoftheentrepreneurswithwhomingbusiness,apublicserviceinstitution,Ihaveworkedduringthepast30yearsoranewventurestartedbyaloneindi-flashofinspiration.Ithadsuchpersonalities.ButIhaveviduali
6、nthefamilykitchen.Itistheknownmanypeople-salespeople,sur-meansbywhichtheentrepreneureitherarisesfromacold-eyedgeons,joumalists,scholars,evenmusi-createsnewwealth-producingresourcesanalysisofsevenkindscians-whodidhavethemwithoutorendowsexistingresourceswithen-beingtheleastbitentrepreneuria
7、l.hancedpotentialforcreatingwealth.ofopportunities.WhatallthesuccessfulentrepreneursToday,muchconfusionexistsaboutIhavemethaveincommonisnotatheproperdefinitionofentrepreneur-certainkindofpersonalitybutacom-ship.Someobserversusethetermtomitmenttothesystematicpractice