Peter Drucker: Conceptual Resources
about Peter Drucker — a political - social ecologist
The Über Mentor
Remembering Peter Drucker
from the November 2009 issue of The Economist
Top of the “food chain”
A social ecologist
(a different way of thinking
— lead to his top-of-the-food-chain reputation)
“To know something,
to really understand something important,
one must look at it from sixteen different angles.
People are perceptually slow,
and there is no shortcut to understanding;
it takes a great deal of time.” read more
Drucker is the antidote to the flood of bad advice
spewed from tunnel vision experts lacking an awareness of “world dynamics.”
Have they actually tested their advice in a changing world?
Why Peter Drucker Distrusted Facts (HBR blog)
“He had an unparalleled grasp of the big picture”
— Bob Buford
“The more we dug into the formative stages and inflection points of companies like
General Electric, Johnson & Johnson, Procter & Gamble, Hewlett-Packard,
Merck and Motorola, the more we saw Drucker’s intellectual fingerprints.
David Packard’s notes and speeches from the foundation years at HP
so mirrored Drucker’s writings that I conjured an image of Packard
giving management sermons with a classic Drucker text in hand … ”
— Jim Collins author of Built to Last, Good to Great, and How the Mighty Fall
“No human being has built a better brand
by just managing himself”
Harvard Business Review
Google web search Peter Drucker
Google rlaexp.com site search Peter Drucker
“I am not a ‘theoretician’; through my consulting practice I am in daily touch with the concrete opportunities and problems of a fairly large number of institutions, foremost among them businesses but also hospitals, government agencies and public-service institutions such as museums and universities.
And I am working with such institutions on several continents: North America, including Canada and Mexico; Latin America; Europe; Japan and South East Asia.” — PFD
Drucker wrote several kinds of books that together create a more complete worldview. They are valuable attention directing tools. How else could your brain explore?
The comprehensive management books provide a structural and conceptual framework.
The time related management books add dimensions, depth, and details.
The toward tomorrows and essay collections provide a backdrop of insight into situations, backgrounds, and settings in which management has an opportunity to go after results and performance.
Even the older brainscapes are useful for figuring out how he saw these things and where he looked.
Dense reading and Dense listening and Thinking broad and Thinking detailed
The human the brain has no natural way to bring itself to focus on the real tomorrows. His work may help.
Combined outline of Drucker's books — useful for topic searching.
Process: find topic; get Kindle version; word search; dictate notes to voice recognition software (Dragon NS or smart phone); calendarize — work something out in time.
Drucker’s Career Timeline And Bibliography
Invent Radium or I'll Pull Your Hair by Doris Drucker
Most of the following contain interesting introductions and prefaces with key strategic concepts. Reading through a book's index is a valuable use of time.
Toward tomorrows (just below)
Comprehensive Management Books
Time Related Management Books
Books about Drucker and his ideas
Drucker Essay Collections
Toward unimagined futures
The End of Economic Man: The Origins of Totalitarianism (1939) There’s still lots to learn here!!!!
The Future of Industrial Man (1943)
The New Society: The Anatomy of Industrial Order (1950)
Landmarks of Tomorrow (1957)
The Age of Discontinuity (1968)
The New Realities (1988)
Post-Capitalist Society (1993)
Managing in the Next Society (2002); Last section originally published earlier in The Economist (http://economist.com/surveys/displaystory.cfm?story_id=770819)
Comprehensive Management Books
Concept of the Corporation
Practice of Management
Managing for Results
Management: Tasks, Responsibilities, Practices
Innovation and Entrepreneurship
The Essential Drucker — An “introduction” to management for …
… But he—rightly—saw that the U.S. and U.K. (and probably altogether the Western) audience for such a work would be both broader and narrower than the audience for the Japanese venture.
It would be broader because there is in the West a growing number of people who, while not themselves executives, have come to see management as an area of public interest; there are also an increasing number of students in colleges and universities who, while not necessarily management students, see an understanding of management as part of a general education; and, finally, there are a large and rapidly growing number of mid-career managers and professionals who are flocking to advanced-executive programs, both in universities and in their employing organizations.
The focus would, however, also be narrower because these additional audiences need and want less an introduction to, and overview of, Drucker's work than they want a concise, comprehensive, and sharply focused Introduction to Management, and to management alone. …
Peter Drucker on the Profession of Management (a collection of articles published in HBR)
The future that has already happened
Managing the Non-Profit Organization
Management, Revised Edition
Management Cases (Revised Edition)
The Five Most Important Questions You Will Ever Ask About Your Organization
“Time Related” Management Books
Important ways to “see” otherwise invisible aspects of reality and to relocate one's brain to unfamiliar territory.
Some of the chapter topics have made their way into The Daily Drucker
The subtopics below selected book titles are not the entire contents that book.
Managing in Turbulent Times
Toward the Next Economics and Other Essays
The Changing World of The Executive
A Scorecard for Management
… “bottom line” is not even an appropriate measure of management performance
Performance in Appropriating Capital
Performance on People Decisions
Planning Performance (reality vs. expectations)
Learning From Foreign Management
Demand responsibility from their employees
Thought through their benefits policies more carefully
Take marketing seriously — knowing what is value for the customer
Base their marketing and innovation strategies on the systematic and purposeful abandonment
Longer-term investment or opportunities budgets
Leaders responsible for the development of proper policies in the national interest
Aftermath of a Go-Go Decade
Managing Capital Productivity
Measuring Business Performance
Performance in a business means applying capital productively and there is only one appropriate yardstick of business performance: return on all assets employed or on all capital invested
Good Growth and Bad Growth
Managing the Knowledge Worker
Frontiers of Management
Measuring White Collar Productivity
Getting Control of Staff Work
Slimming Management’s Midriff
The No-Growth Enterprise
Why Automation Pays Off
Managing for the Future
The New Productivity Challenge
Manage by walking around — Outside!
Permanent cost cutting: permanent policy
Four marketing lessons for the future
Company performance: five telltale tests
Liquidity and Cash Flows
No Precise Readings
The trend toward alliances for progress
The emerging theory of manufacturing
Sell the Mailroom. Unbundling in the ‘90s
Managing in a Time of Great Change
The theory of the business
Planning for uncertainty
The five deadly business sins
Management Challenges for the 21st Century
Managing in the Next Society
Landscape intel updates
How have things changed since the original was written?
And who will work on each of these — now and tomorrow?
What’s the information?
What New Institutions Can be Seen?
The topics below are chapter title examples extracted from Drucker’s work. Additional topics can unearthed by more detailed analysis
Trade Lessons from the World Economy
Where the New Markets Are
The Pacific Rim and the World Economy
China’s Growth Markets
The New Superpower. The Overseas Chinese
Can the Democracies Win the Peace?
The Transnational Economy
The Futures Already Around Us
From World Trade to World Investment
The Lessons of the US Export Boom
Low Wages. No Longer a Competitive Edge
Help Latin America and Help Ourselves
Mexico’s Ace in the Hole. The Maquiladora
Individually Aimed Books by Drucker
The Effective Executive
The Effective Executive in Action
The Executive in Action: Three Drucker Management Books on What to Do and Why and How to Do It
Managing for Results, Innovation and Entrepreneurship, and The Effective Executive with a new preface by the author
What Executives Should Remember (a valuable summary of several core concepts)
The Daily Drucker (an introduction to broad range of his thoughts)
The Daily Drucker table of contents worksheet
Drucker on Asia — A Dialogue Between Peter Drucker and Isao Nakauchi
Adventures of a Bystander
Books about Drucker and his ideas
Drucker and Me by Bob Buford
The Definitive Drucker
Inside Drucker's Brain
A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher
Drucker on Leadership: New Lessons from the Father of Modern Management
The Drucker Lectures: Essential Lessons on Management, Society, and Economy
The Drucker Difference
Drucker's Lost Art of Management: Peter Drucker’s Timeless Vision for Building Effective Organizations
Drucker: A Life in Pictures
Drucker Essay Collections
Although written years ago, these essays can be valuable attention directing tools. They can take your brain to places (brain addresses and brain roads) it wouldn't naturally go. What has changed and what is likely to change?
Technology, Management and Society
Men, Ideas & Politics
Toward the Next Economics and Other Essays
The Ecological Vision: Reflections on the American Condition
A Functioning Society: Selections from Sixty-Five Years of Writing on Community, Society, and Polity
The Drucker Foundation — aka Frances Hesselbein Leadership Institute
The Leader of the Future
The Leader of the Future 2
The Organization of the Future
The Community of the Future
“Rarely in human history has any institution emerged as quickly
as management or had as great an impact so fast.
In less than 150 years, management has transformed
the social and economic fabric of the world’s developed countries.
It has created a global economy and set new rules for countries
that would participate in that economy as equals.
And it has itself been transformed.
Few executives are aware of the tremendous impact
management has had” … more
“High tech is living in the nineteenth century, the pre-management world. They believe that people pay for technology. They have a romance with technology. But people don't pay for technology: they pay for what they get out of technology.” — The Frontiers of Management
“Management, that is, the “useful knowledge” that enables man for the first time to render productive people of different skills and knowledge working together in an “organization,” is an innovation of this century. It has converted modern society into something brand new, something, by the way, for which we have neither political nor social theory: a society of organizations.” — Innovation and Entrepreneurship
There is no point in asking which came first: the educational explosion of the last hundred years or the management that put this knowledge to productive use.
Modern management and modern enterprise could not exist without the knowledge base that developed societies have built.
But equally it is management, and management alone, that makes effective all this knowledge and these knowledgeable people.
The emergence of management has converted knowledge from social ornament and luxury into the true capital of any economy.
The function of organizations is to make knowledges productive.
Organizations have become central to society in all developed countries because of the shift from knowledge to knowledges.
He’s not talking about your job today …
“That knowledge has become the resource,
rather than a resource,
is what makes our society “post-capitalist.”
This fact changes—fundamentally—the structure of society.
It creates new social and economic dynamics.
It creates new politics.
The post-capitalist society
is both a knowledge society and a society of organizations,
each dependent on the other and yet
each very different in its concepts, views, and values.
It is the very nature of knowledge
that it changes fast
and that today’s certainties
will be tomorrow’s absurdities.” — PFD
“AS WE ADVANCE deeper into the knowledge economy, the basic assumptions underlying much of what is taught and practiced in the name of management are hopelessly out of date.
They no longer fit reality.” — Management’s New Paradigms
“The productivity of knowledge is going to be the determining factor
in the competitive position of a company, an industry, an entire country.
No country, industry, or company has any “natural” advantage or disadvantage.
The only advantage it can possess is the ability to exploit universally available knowledge.
The only thing that increasingly will matter
in national as in international economics
is management’s performance in making knowledge productive.”
— Knowledge: Its Economics and Productivity
Managing Oneself contains the following:
Successful careers are not planned.
They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values.
Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.
… And we will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.
Managing Oneself is a REVOLUTION in human affairs.
It requires new and unprecedented things from the individual, and especially from the knowledge worker.
For in effect it demands that each knowledge worker THINK and BEHAVE as a Chief Executive Officer.
It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.
What do these … mean? An opportunity
Following illustrations suggest a conceptual processing system