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The Drucker Lectures: Essential Lessons on Management, Society, and Economy

Drucker Lectures

Amazon Link: The Drucker Lectures: Essential Lessons on Management, Society and Economy

Previously unpublished talks from the Father of Modern Management

Throughout his professional life, Peter F. Drucker inspired millions of business leaders not only through his famous writings but also through his lectures and keynotes. These speeches contained some of his most valuable insights, but had never been published in book form—until now.

"The Drucker Lectures" features more than 30 talks from one of management's most important figures. Drawn from the Drucker Archives at the Drucker Institute at Claremont Graduate University, the lectures showcase Drucker's wisdom, wit, profundity, and prescience on such topics as: Politics and economics of the environment Knowledge workers and the Knowledge Society Computer and information literacy Managing nonprofit organizations Globalization

During his life, Drucker well understood that over the last 150 years the world had become a society of large institutions—and that they would only become larger and more powerful. He contended that unless these institutions were effectively managed and ethically led, the good health of society as a whole would be in peril. His prediction is unfolding before our eyes.

"The Drucker Lectures" is a timely, instructive book proving that responsible behavior and good business can, in fact, exist hand in hand.

Praise for "The Drucker Lectures"

"Peter Drucker shined a light in a dark and chaotic world, and his words remain as relevant today as when he first spoke them. Drucker's lectures and thoughts deserve to be considered by every person of responsibility, now, tomorrow, ten years from now, fifty, and a hundred."

-Jim Collins, author of "Good to Great" and "How the Mighty Fall"

"Rick Wartzman has brought Peter Drucker alive again, and vividly so, in his own words. These samples of his talks and lectures, because they were spoken not written, will be new to almost all of us. A great and unexpected treat."

-Charles Handy, author of "Myself and Other More Important Matters"

"Peter Drucker's ideas continue to resonate powerfully today. His lectures on effectiveness, innovation, the social sector, education and so much more provide fresh insights that extend beyond his other writings and provide lessons for us all. This book is a gem."

-Wendy Kopp, CEO and founder of Teach for America

"Rick Wartzman has performed a great service in pulling together "The Drucker Lectures". The collection is as far-ranging as Drucker's thinking and writing. If you have sampled Drucker before, you will find things you haven't seen. Peter's ideas live on. You will be energized by reading them anew."

-Paul O'Neill, former U.S. Secretary of the Treasury

"Peter Drucker inspires awe. From the 1940s until his death a few years ago, he displayed a combination of insight, prescience, and productivity that few will ever match. This superbly edited collection captures both the range of Drucker's thinking and the sweep of history that informed it. "The Drucker Lectures" is a riveting read that reveals the depth and subtlety of one of America's most remarkable minds."

-Daniel H. Pink, author of "A Whole New Mind" and "Drive"

"Rick Wartzman really has brought Peter to life in "The Drucker Lectures". Reading this book, I practically felt as though I were seated in the audience, listening to my friend and hero, Peter Drucker-truly one of the great geniuses of management. These lectures are as vital today as they were when Peter delivered them. They cover significant territory, from the importance of faith and the individual to the rise of the global economy. It's a classic collection that belongs on every manager's bookshelf."

-Ken Blanchard, coauthor of "The One Minute Manager" and "Leading at a Higher Level"

"Thank you, Rick Wartzman, for the pleasure of learning from the witty, informal Peter Drucker as his ideas unfold and his remarkable mind grapples with challenges of management that are still with us today."

-Rosabeth Moss Kanter, Harvard Business School Professor and author of "Confidence and SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good"


  • Introduction

  • Part I 1940s

    • How Is Human Existence Possible? (1943)

    • The Myth of the State (1947)

  • Part II 1950s

    • The Problems of Maintaining Continuous and Full Employment (1957)

  • Part III 1960s

    • The First Technological Revolution and Its Lessons (1965)

    • Management in the Big Organizations (1967)

  • Part IV 1970s

    • Politics and Economics of the Environment (1971)

    • What We Already Know about American Education Tomorrow (1971)

    • Claremont Address (1974)

    • Structural Changes in the World Economy and Society as They Affect American Business (1977)

  • Part V 1980s

    • Managing the Increasing Complexity of Large Organizations (1981)

    • The Information-Based Organization (1987)

    • Knowledge Lecture I (1989)

    • Knowledge Lecture II ((1989)

    • Knowledge Lecture III (1989)

    • Knowledge Lecture IV (1989)

    • Knowledge Lecture V (1989)

  • Part VI 1990s

    • The New Priorities (1991)

    • Do You Know Where You Belong? (1992)

    • The Era of the Social Sector (1994)

    • The Knowledge Worker and the Knowledge Society (1994) Reinventing Government: The Next Phase (1994)

    • Manage Yourself and Then Your Company (1996)

    • On Health Care (1996)

    • The Changing World Economy (1997)

    • Deregulation and the Japanese Economy (1998)

    • Managing Oneself (1999)

    • From Teaching to Learning (1999)

  • Part VII 2000s

    • On Globalization (2001)

    • Managing the Nonprofit Organization (2001)

    • The Future of the Corporation I (2003)

    • The Future of the Corporation 11 (2003)

    • The Future of the Corporation III (2003)

    • The Future of the Corporation IV (2003)

  • About Peter F Drucker

  • Books by Peter F Drucker

  • Index

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

drucker business week

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


“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “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.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point



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