“Año del Diálogo y la Reconciliación Nacional””

FACULTAD DE CIENCIAS EMPRESARIALES

ESCUELA DE ADMINISTRACIÓN

THEME:

Making the future today - The future that has already happened

- The power of an idea – Creativity

STUDENT:

Paredes Villoslada, Merly Esther

TEACHER:

León Balarezo, Olenka Ytania

Chepén – Perú
2018
18-9-2018
 PRESENTATION

Madam, Leon Balarezo, Olenka Ytania, teacher of the Management by Results

course, presented the report: " Making the future today - The future that has already
happened - The power of an idea – Creativity".

While it is true that we do not know what tomorrow will be, what changes we will
face, we can create a better future now.

Within organizations it is very important to work with creative people, with an

innovative mind.

That he does not see the future alone as something uncertain but that he arriegue
to build new roads, in order to reach and achieve all those important goals that have
been proposed. Well, it is necessary to work together, but also maintain a good
relationship between the Manager and the workers.

This work has been prepared with great dedication and effort, hoping to satisfy the
expectations of the reader.

We invite you to read, we hope this report will be of your liking and that it constitutes
a contribution for academic research.

Greetings.

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I. INTRODUCTION

In these three words, which could be considered synonymous, there is a secret that
allows companies to maintain market leadership and always be a step ahead of the
competition, in the development of new products and in the improvement of existing
ones. By clearly establishing the meanings and differences of these three powerful
instruments, we can understand how they are articulated in the transformation of
new ideas.

The Imagination, It is perhaps the most extraordinary and powerful mechanism that
human beings have and what differentiates us from other species on the planet;
thanks to him we can bring to mind past images, which combined with the information
stored in memory, allows us to recreate real and fictitious situations and even project
and visualize the future.

Creativity, It goes beyond the imagination and has to do with the generation of new
ideas, which are produced from the association of information and concepts stored
in memory. This process is stimulated mainly by the need to solve problems and is
a natural consequence of the exchange of ideas with other human beings, as well
as stimuli related to education, such as lectures, readings, refresher courses, etc.

Innovation, It is said that there is innovation when an idea, resulting from a creative
process, is put into practice and transformed into a new procedure, which can be
applied successfully, or in a novel product or service that generates value for the
company. In other words, innovation is bringing ideas to practice. In a world that
changes so rapidly and in which competition is always on the lookout, innovation is
a pressing need in all companies. However, there are not many that manage to
create a favorable climate for the permanent generation of innovative ideas and the
reasons for them may be rooted in our traditional education schemes, focused on
repetitive processes, which seek memorization rather than analysis and creative
solution of the problems. In this process, the participation of collaborators from all
levels of the organization in talks, seminars and training programs, as well as the
creation of spaces to encourage the exchange of ideas that stimulate the
imagination, is essential to keep the creative mind active of the entire organization.

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 TEMARY

I. INTRODUCTION .............................................................................................. 2

II. SYNTESIS ........................................................................................................ 4

MAKING THE FUTURE TODAY - THE FUTURE THAT HAS ALREADY

HAPPENED - THE POWER OF AN IDEA – CREATIVITY..... Error! Bookmark not
defined.

1. MAKING THE FUTURE TODAY ........................Error! Bookmark not defined.

2. THE FUTURE THAT HAS ALREADY HAPPENED ......... Error! Bookmark not
defined.

3. THE POWER OF AN IDEA ................................Error! Bookmark not defined.

4. CREATIVITY: .................................................................................................... 6

III. CONCLUSIONS ............................................................................................ 7

IV. PROJECTIONS ............................................................................................. 8

V. BIBLIOGRAPHIC REFERENCES .................................................................... 9

VI. ANNEXES ........................................................................................................ 10

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II. SYNTESIS

Strategic planning - What strategic planning is not - What

strategic planning is - Sloughing off yesterday

1. Strategic planning

Every basic management decision is a long-term decision: ten years is a fairly

short period of time these days. Whether it is research or building a new plant,
designing a new marketing organization or a new product, every major
management decision takes years before it is truly effective. Cast

it has to be productive for years to pay for the investment of people and

money. Managers, therefore, need to be trained to make decisions with a long

future on a systematic basis.

Management has no choice but to anticipate the future, try to mold it, and to
balance short and long-range objectives.

The idea of long-term planning, and much of its reality, is based on a number of
misunderstandings. The present and the short immediate reach require
strategies.

Decisions totally as well as in the long term. The long range is largely due to short-
term decisions. Unless the long range is integrated and based on the short range

In plans and decisions, the most elaborate long-term plan will be a useless
exercise. And conversely, unless short-range plans, that is, decisions about here
and now, they are integrated into a unified action plan, they will be files,

Conjectures, and disorientation. The "short range" and "long range" are not
determined by any given time interval. Long-term planning should prevent
managers from uncritically expanding the present trends in the future, from

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 assuming that products, services, markets, and the technologies will be the
products, services, markets and technologies of tomorrow, and, above all, to
devote their resources and energies to the defense of Yesterday.

Planning what is our business, planning what will be and planning what will be in
case of having to be integrated.

2. What strategic planning is not

It is important for the manager to know what strategic planning is not:

It is not a box of tricks, a bundle of techniques. It is analytical thinking and

commitment of resources to action.

Many techniques may be used in the process—but, then again, none may
be needed. Strategic planning may require a computer, but the most
important questions—What is our business? or What should it be?—cannot
be quantified and programmed for the computer.

Strategic planning is not the application of scientific methods to business

decision.

It is the application of thought, analysis, imagination, and judgment. It is

responsibility,rather than technique.

Strategic planning is not forecasting. It is not masterminding the future. Any

attempt to do so is foolish; the future is unpredictable. We can only discredit
what we are doing by attempting it. If anyone suffers from the delusion that
the human being is able to forecast beyond a very short time span, look at
the headlines in yesterday’s paper and ask which of them anyone could
possibly have predicted a decade or so ago. The entrepreneurial universe
is not a physical but a social universe. Indeed, the central entrepreneurial
contribution, which alone is rewarded with a profit, is to bring about the
unique event or innovation that changes the economic, social, or political
situation.

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3. Strategic planning does not deal with future decisions. It deals with the
futurity of present decisions. Decisions exist only in the present. The
question that faces the strategic decision maker is not what the organization
should do tomorrow. It is, “What do we have to do today to be ready for an
uncertain tomorrow?” The question
is not what will happen in the future. It is, “What futurity do we have to
build into our present thinking and doing, what time spans do we have to
consider, and how do we use this information to make a rational decision
now?”
4. Strategic planning is not an attempt to eliminate risk. It is not even an
attempt to minimize risk. Such an attempt can lead only to irrational and
unlimited risks and to certain disaster. Economic activity, by definition,
commits present resources to the future, that is, to highly uncertain
expectations.

What strategic planning is

Strategic Planning consists of an exercise of formulation and establishment of

priority objectives, whose main characteristic is the establishment of courses of
action to achieve said objectives. (Armijo, 2011).

From this perspective, strategic planning is a key tool for the decision making of
institutions. From a diagnosis of the current situation, through the analysis of
institutional gaps, the Strategic Planning establishes what are the actions that will
be taken to reach a "desired future" which may be referred to the medium or long
term.

The definition of the Strategic Objectives, the indicators and the goals allow
establishing the framework for the elaboration of the Annual Operational
Programming that is the basis for the formulation of the budget proposal.

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 SLOUGHING OFF YESTERDAY

Planning starts with the objectives of the business. In each area of objectives, the

question needs to be asked, “What do we have to do now to attain our objectives

tomorrow?” The first thing to do to attain tomorrow is to slough off yesterday.

The key to doing something different tomorrow is getting rid of the no-longer-
productive, the obsolescent, and the obsolete.

The first step in planning is to ask of any activity, any product, any process or
market, “If we were not committed to this today, would we go into it?” If the answer
is no, one says, “How can we get out—fast?”

Systematic sloughing off of yesterday is a plan by itself—and adequate in many

businesses. The plan that provides only for doing additional and new things
without provision for sloughing off old and tired ones is unlikely to have results. It
will remainplan and never become reality.

To make the future happen one need not, in other words, have a creative
imagination. It requires work rather than genius—and therefore is accessible in
some measure to everybody. The man of creative imagination will have more
imaginative ideas, to be sure. But that the more imaginative idea will actually be
more successful is by no means certain. To make the future happen one has to
be willing to do something new. One has to be willing to ask, “What do we really
want to see happen that is quite different from today?” One has to be willing to
say, “This is the right thing to happen as the future of the business. We will work
on making it happen.”

III. CONCLUSIONS

In human affairs it is pointless to try to predict the future. But it is possible and fruitful
to identify major events that have already happened irrevocably and that will have

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predictable effects in the next decade or two. It is possible, in other words, to identify
and prepare for the future that has already happened.

A dominant factor for organizations in the next few decades is going to be

demographics.

The key factor for business will not be overpopulation that we have been warned of
for many years but underpopulation of the developed countries.

It is possible to make the unexpected and unpredicted come to pass. To try to make
the future happen is risky; but it is a rational activity. And it is less risky tan coasting
along on the comfortable assumption that nothing is going to change, less risky than
following a prediction as to what “must” happen or what is “most probable.”

There is a time lag between an important social, economic or cultural event and its
full activity.

impact. A rise or fall in the birth rate will not have an effect on the size of the available
labor force for fifteen to twenty years. The catastrophe (destructive war, famine or
pandemic) could alter its impact tomorrow.

These are the opportunities of the future that has already happened. They

Therefore, it could be called a potential. But the future that has already happened is
not within the current organization.

IV. PROJECTIONS

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The future is unpredictable, you never know what may happen is why the
organization must be prepared for the changes that occur in the environment. Well
this is not known, and we will receive very different answers to what we expect from
him.

It is important to work with people who have a creative mind, with much desire to do
something new and different, because that type of people should be hired in an
organization, since this will be what will allow them to get a welcome by the market.
Not maintaining a certain level of conformism, but going a little beyond the normal,
because what attracts the cleinte is the new and innovative.

Because if we see something repedidamente, without any change, this bores.

The success is based on creative minds, very clearly we see it reflected in

organizations such as google since this has been growing thanks to its constant
innovation, and the kind of training its employees receive, since they started from
below, today it is one of the most recognized around the world.

It is not only about producing and offering a good, but it is what we produce, if it is
something attractive, if the organizational culture is adequate, if the workers feel
satisfied with the treatment they receive, since it is proven that a motivated mind
works. Much more better than another that is unmotivated, and this is what brings
the best development to the company

The future of the organization is in the hands of the managers, it is their decision if
they destroy it, or if they project it for something better, and grow their business

V. BIBLIOGRAPHIC REFERENCES

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DRUCKER P. F. (1999). “EL GRAN PODER DE LAS PEQUEÑAS IDEAS”. Buenos
Aires, Argentina: (Buenos Aires: Sudamericana).

DRUCKER P. F. (2000). “MANAGEMENT”. Buenos Aires, Argentina: (Buenos Aires:

Sudamericana).

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 VI. ANNEXES

Making the future today

The structure of this expected issue is divided as follows, for the improvement of organizations

Definition The future that has The power of an Creativity

already happened idea

We know only two things We all have something of

The future that has already Lack of “creativity,” which
about the future: entrepreneurs at a certain
happened is not within looms so large in present
time, only for reasons such:
organization; it is outside: discussions of
innovation, is not the real
problem. There are more
It cannot be known. ideas in any organization,
A change in society Economic stability
including businesses,
than can possibly be put
Knowledge Ack of knowledge of how
It will be different from to use.
to carry out the Project.
what exists now and from
Culture
what we now expet.
Lack of advice
Industry
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Economic structure.