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" 1. Purposeful, systematic innovation begins with the analysis of the opportunities. It begins with thinking through what I have called the sources of innovative opportunities. In different areas, different sources will have different importance at different times. Demographics, for instance, may be of very little concern to innovators in fundamental industrial processes, to someone looking, say, for the ‘missing link’ in a process such as papermaking, where there is a clear incongruity between economic realities. New knowledge, by the same token, may be of very little relevance to someone innovating a new social instrument to satisfy a need created by changing demographics. But all the sources of innovative opportunity should be systematically analysed and systematically studied. It is not enough to be alerted to them. The search has to be organized, and must be done on a regular, systematic basis. "
― Peter F. Drucker , Innovation and Entrepreneurship: Practice and Principles
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" functional design, where it applies, makes the least psychological demands on the people. They are highly secure both in their work and in their relationships. When it, however, is being used beyond fairly narrow limits of size and complexity it creates emotional tensions, hostilities, and insecurities. People will then tend to see themselves and their functions belittled, besieged, attacked. They will come to see it as their first job to defend their function, to protect it against marauders in other functions, to make sure “it doesn’t get pushed around. "
― Peter F. Drucker , Management: Tasks, Responsibilities, Practices