Inside Drucker's Brain
by Jeffrey A. Krames
#Note the number of books about Drucker ↓
My life as a knowledge worker
Drucker: a political or social ecologist ↑ ↓
“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.
Still, a consultant is at one remove
from the day-today practice —
that is both his strength
and his weakness.
And so my viewpoint
tends more to be that of an outsider.”
broad worldview ↑
#pdw larger ↑ ::: Books by Peter Drucker ::: Rick Warren + Drucker
Books by Bob Buford and Walter Wriston
Global Peter Drucker Forum ::: Charles Handy — Starting small fires
Post-capitalist executive ↑
Learning to Learn (ecological awareness ::: operacy)
The MEMO they don’t want you to see
Amazon link: Inside Drucker's Brain
The most accessible guide to the essential ideas of "the inventor of modern management".
In late 2003, ninety-four-year-old Peter Drucker invited Jeffrey Krames to his home for an unprecedented day-long interview.
He spoke candidly about his seminal management principles, his enormous body of work (thirty-eight books over six decades), and the leaders he had advised over the years (including Jack Welch).
Krames used the insights he gained that day to create "Inside Drucker's Brain"—a compact guide to the great man's wisdom.
Krames had no intention of writing a biography, but rather a book that would showcase Drucker's most important ideas and strategies, and explain why they are just as useful today as they were decades ago.
Drucker's biggest contribution was a mind-set, not a methodology.
He focused on prodding managers to ask the right questions, to look beyond what they thought they knew, and to focus on tomorrow rather than yesterday.
If anything, this mind-set is more valuable in the digital age than it was in the industrial age.
This user-friendly book will help readers grasp all of Drucker's key ideas on leadership, strategy, innovation, personal effectiveness, career development, and many other topics.
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Introduction: In Search of Drucker
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Opportunity Favors the Prepared Mind
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Execution First and Always
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Execution Requires Abandonment
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Barriers to Effective Execution
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On Execution
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Execution is not just tactics
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Management must always, in every decision and action, put economic performance first
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Broken Washroom Doors
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Broken Compensation Systems
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Get the 80 and the 20 Right
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Protecting Washroom Doors
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Mission Statements Prevent Dysfunction
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Broken Doors in the Publishing Business
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To make sure that broken washroom doors do not derail a company
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Outside-In
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Eight Realities for Every Manager
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Results and resources exist outside the business
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Results are achieved by exploiting opportunities, not solving problems
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To obtain results, resources must be allocated to opportunities
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The most meaningful results go to market leaders
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Leadership, however, is short-lived and not likely to last
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What exists is getting old
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What exists is likely to be misallocated
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To achieve the greatest economic results, concentrate
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There Are No Results Within the Organization
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More Management Realities
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Welch's Big Idea
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The Outside-In Retailer
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Master the Habits of Outside-In
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There was an evolution to Drucker's thinking that led to his outside-in imperative
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When Naturals Run Out
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The Birth of the Modern Corporation
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Drucker told me what he felt were his six most important books
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Middle Managers and the Knowledge Society
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Anatomy of a Natural
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A Brief Primer on "Making" Naturals
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Four More Rituals of a Natural
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When Naturals Run Out
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The Jeffersonian Ideal
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History Through Drucker's Eyes
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The Limits of an Assembly-line Mentality
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Don't Take "What to Do" for Granted
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The Partnership Imperative
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Abandon All but Tomorrow
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Abandonment Is Not Sexy
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The First Step in a Growth Policy
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Rewrite Last Month's Manual
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Abandonment and Reality
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Abandonment is one of the keys to understanding Drucker
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Auditing Strengths
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The Strengths Revolution
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Audit Your Own Strengths
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Seven Tips for Building on Strength
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Rethink Performance Reviews
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Your Back Room Is Somebody's Front Room
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Take a Strengths Audit
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Remember that there are many aspects of building on strengths
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The Critical Factor?
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Drucker on Welch
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The Drucker-GE-Weich Connection
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What Welch Inherited
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The Right Man for the Future
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Reconciling the Accounts
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The key take away from this chapter
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Life-and-death Decisions
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Life-and-death Decisions Defined
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Who Makes Life-and-death Decisions?
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The Three Officers Rule
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Priority Decisions
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There are no decisions more important than people decisions
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The Strategic Drucker
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Purpose and Objectives First
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A Twenty-First-Century Example
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Defining a Twenty-First-Century Business
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A CEO in Drucker's Image
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Following Drucker's Playbook
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Obsess over Customers
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"It's All About the Long Term"
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Don't Let Wall Street Run the Company
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The Wrong Decision Is Better Than No Decision
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Take Risks That Benefit Tomorrow
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Objectives Represent the Strategy
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Grow Through Strategic Alliances
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Strategy begins with asking the basic question of “what is the business” See chapter 9 in Management, Revised Edition
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The Fourth Information Revolution
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Early Views
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The Coming of the New Organization
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The New Information Revolutions
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The Electronic Revolution and the Power of Print
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"Beyond the Information Revolution"
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Drucker's evolving views on information
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The Leader's Most Important Job
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A Short Course on Innovation
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Making the Future Happen
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What Will Our Business Be?
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Organize for Innovation
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Innovation Down the Barrel of a Gun
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Disruptive Technologies
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Peter Drucker was the first business writer to attack the topic of innovation in systematic fashion
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Epilogue: The People Who Shaped Peter Drucker
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Acknowledgments
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Sources
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index
Keywords: tlnkwdruckerbrain tlnkwstrategicmanagement
Peter Drucker: Conceptual Resources
The Über Mentor
A political / social ecologist
a different way of seeing and thinking about
the big picture
— lead to his top-of-the-food-chain reputation
about Management (a shock to the system)
“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
List of his books
Large combined outline of Drucker’s books — useful for topic searching.
“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
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