Managing the Future

Tucker, Robert B.
January 1991
Man Who Discovered Quality - Business Book Summaries;1991, Vol. 1 Issue 1, p1
Book Summary
Book summary
In Managing the Future, Tucker details the 10 driving forces of change for the 90s-viewing change as a dynamic and optimistic force. According to the author, change is both the effect (the outcome of converging forces) and the cause (the reality from which all other phenomena spring). Change is significant and inevitable. Tucker’s entire thesis is built on this point. Moreover, the author also warns managers of the necessity of viewing change as the spring from which all things flow, rather than some new random, unpredictable external "factor" that is grudgingly allowed for.Because we live in an increasingly complex world, it is difficult to effectively handle all the things one must confront on a daily basis, thus, convenience becomes a Driving Force. Although the issue of convenience is not new, it is highly underrated as a factor in business success. Every time customers consider satisfying a need, they consciously, or unconsciously, calculate the Convenience Quotient (the desire for fulfillment divided by the hassle that must be endured). Businesses, products, and services with a low Convenience Quotient can count on losing their customers to those that are responding to this Driving Force.First, the Japanese changed the American consumer’s perception of quality. Second, the lifestyle of the dual-income, time-constrained household can no longer accommodate time wasted in dealing with inferior products/ services. Third, quality, with its assumption of durability, appeals to the new consciousness vis-à-vis preserving the environment. In order to profit from this overriding Driving Force, the future-managing company must first assess its current level of quality as the customer perceives it. Products, services, and methods of doing business must then be designed, not with the competition in mind, but with the needs of the customer as the primary concern. Finally, the inevitable changes in the customer’s assessment of quality must be constantly monitored.


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