Management guru Peter Drucker widely regarded as the father of modern management. During his remarkable life and career, he inspired countless business and political leaders. Drucker's key business tents include: Serve the customer: The purpose of a business is to create and serve a customer. Act, don't just talk: Management takes hard work, sweat and practice. Plans are only good intentions unless they immediately degenerate into hard work. Ask the right questions: Drucker made complex matters simple by asking probing questions to drill down to the essential issues. Bring the outside in: Corporations tend to be insular and self-involved. The leader has a duty to make certain that people inside the company focus on the outside world, where the customers and competitors are. Focus on people: Drucker treated others with respect, and he lived the clich´e that people are a business's most crucial asset. He wrote: management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. Results are what matter: Drucker's favorite expressions included, don't confuse motion with progress.
"He also talks about the blurring between customers and competitors and collaborators … an interesting perspective that anyone in business is dealing with today." Eagle Online
"In The Definitive Drucker, Edersheim, a former consultant at McKinsey & Co., attempts to capture Drucker's last thoughts and his practical solutions for today's changing world." Boston
"The Definitive Drucker captures the ideas that shaped the discipline and practice of management for the past 75 years and gave rise to Drucker’s iconic status." Definitive Drucker.com
In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century—centered on control and efficiency—no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management.
When an organization's culture is bad, don't just blame the managers. Happiness in an organization is everyone's responsibility. Better management means engaging people, improving the whole system, and increasing value for clients. Thus, management is too important to leave to the managers. I firmly believe that management is everyone's job. At
A half century ago, Peter Drucker put management on the map. Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being
The manual worker had only economic goals and was content with economic rewards. The knowledge worker demands economic rewards too. But their presence is not enough. They need opportunity, they need achievement, and they need fulfillment. Only by being an effective executive can the knowledge worker obtain these satisfactions. Only executive
To say that work has changed over the last years would be an understatement. With an increase in downsizing, cut budgets, working hours, customer demands and shareholder requirements, people in charge are constantly under the gun to achieve more with less. It is common now to find managers carrying out a
Containing twenty-six selections, The Essential Drucker covers the basic principles and concerns of management and its problems, challenges, and opportunities, giving managers, executives, and professionals the tools to perform the tasks that the economy and society of tomorrow will demand of them.
The quantity of work to be done, or that the manager chooses to do, during the day is substantial and the pace is unrelenting. Why do managers adopt this pace and workload? One major reason is the inherently open-ended nature of the job. The manager must always keep going, never sure
Creating a healthy environment to support these decisions has become more critical, and the importance of intuition and judgment has never been greater.
The decision mechanisms and values of a corporation support or impair the right decision, be it the research chemist's choice of projects or the logistics manager's schedule of deliveries.
Innovation demands the willingness to take risks, and the boldness and confidence to cut ties to your previous successes.
Managers must examine their target markets and determine which customer desires are unsatisfied and then assess whether they can or should provide this value.
Value must be understood from the customers' perspective, and the only way to do it is to ask them directly.
The essence of a business's identity lies in the value it provides to its customers, what that value is remains the most important question a company can ask itself.
The user, the buyer, and the influencer are linked together as never before, and they sway other buyers.
The customer is no longer a passive receiver of products but is engaged in designing and refining them.
Every marketing analysis needs to start by assuming that the business doesn't know its customers and needs to find out who they are.
For one thing, the real customer is not necessarily the one who pays for the product or service, but the one who makes the buying decision.
Mission statements and quarterly reports suggest that most companies and nonprofit organizations know the customer as intimately as a favorite neighbor.
Companies focused on competitors are focused on the past, not a future full of technological and demographic opportunities.
There are no competitors, just better solutions and more choices that can be put together in more ways.
Business as we know it is disappearing. Companies aren't selling products; they are selling experience.