Every organization of today has to build into its very structure the management of change.

Drucker’s point is that change is no longer an occasional disruption to be handled ad hoc; it is a permanent condition of modern economic and social life. Therefore, organizations must not treat adaptation as a special project or the responsibility of a single “change team.” Instead, they should embed mechanisms—structures, processes, incentives, and leadership habits—that continually scan for shifts, learn, and redesign work accordingly. The emphasis on “very structure” suggests that resilience comes from institutional design: decentralizing decisions where appropriate, building feedback loops, and making innovation and renewal part of normal management rather than a crisis response.