Hailed as "the man who invented management" and the father of MBO, Peter Drucker was one of the most influential business thinkers of all time. In this session from the BetterWorks Goal Summit 2016, Rick Wartzman, Senior Advisor at the Drucker Institute, shares how Drucker's teachings can be applied in today's competitive business environment.
8. #GoalSummit
It reminded me of a book on
human anatomy that would
discuss one joint in the body—the
elbow, for instance—without even
mentioning the arm, let alone the
skeleton and musculature.
“
9. #GoalSummit
Drucker as Pioneer: Decentralization
Drucker favored decentralized
organizations because they
create small pools in which
employees gain satisfaction by
witnessing the fruits of their
efforts, and nascent leaders
can make mistakes without
bringing down the business.
—Inc. magazine
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11. #GoalSummit
Drucker as Pioneer: Creating a Customer
Drucker’s teaching helped
guide Lafley’s actions and thus
his legacy as CEO….According
to Lafley, ‘P&G's purpose is to
touch and improve more
consumers’ lives with more
P&G brands and products
every day.’
—Businessweek on A.G. Lafley
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12. #GoalSummit
Drucker as Pioneer: Knowledge Work
At Google, we think business
guru Peter Drucker well
understood how to manage the
new breed of ‘knowledge
workers.’ After all, Drucker
invented the term in 1959.
—Eric Schmidt and Hal Varian
“
13. #GoalSummit
Drucker as Pioneer: Leadership
With the rise of the
knowledge worker, one
does not ‘manage’ people.
The task is to lead people.
And the goal is to make
productive the specific
strengths and knowledge
of every individual.
—Peter Drucker
“
15. #GoalSummit
Drucker as Pioneer: Innovation
The best business book I've ever
seen is Drucker’s Innovation and
Entrepreneurship. He ranks the
great sources of business ideas,
and the No. 1 breakthrough is
surprises. But you have to be
able to see them.
—Scott Cook, Intuit
“
16. #GoalSummit
Drucker as Pioneer: Social Responsibility
Every single social and
global issue of our day
is a business opportunity
in disguise.
—Peter Drucker
“
18. #GoalSummit
Drucker: Five Takeaways for Today
Knowledgeable executives
are plentiful. But
executives are not being
paid for knowing. They
are being paid for getting
the right things done.
—Peter Drucker
“
20. #GoalSummit
Aligning the Organization
What’s needed is a principle
of management that will
give full scope to individual
strength and responsibility
and at the same time give
common direction of vision…
and harmonize the goals of
the individual with the
commonweal.
—Peter Drucker
“
21. #GoalSummit
The Manager’s Letter
The Manager’s Letter…brings
out whatever inconsistencies
there are in the demands
made on an employee by his
superior and by the company.
Does the superior demand
both speed and high quality
when he can get only one or
the other?
—Peter Drucker
“
23. #GoalSummit
What is our business? is almost
always a difficult question, which can
be answered only after hard thinking
and studying. And the right answer
is usually anything but obvious.
“
24. #GoalSummit
The Virtue of “Ignorance”
My greatest strength as
a consultant is to be
ignorant and ask a few
questions.
—Peter Drucker
“ ¯_(ツ)_/¯
27. #GoalSummit
Not All Growth Is Good Growth
Most common is the
plea, ‘We must grow; we
cannot afford to shrink.’
It confuses fat with
muscle and busy-ness
with economic
accomplishment.
—Peter Drucker
“
30. #GoalSummit
On Trial for Its Life
If we were not in this
already, would we be going
into it now? And if the
answer is no, what are we
going to do about it?
—Peter Drucker
“
31. #GoalSummit
Balancing the Long Term and Short Term
The long term is not
simply the adding up
of short terms.
—Peter Drucker
“
32. #GoalSummit
A Scorecard for Management
Meeting quarterly financial
targets, while obviously vital,
is an awfully narrow way to
think about performance.
35. #GoalSummit
Research Efforts
What is expected from a
research effort, from a
development effort,
from a new business or
a new product? And
what then are the
actual results—one
year, two years, three
years, five years later?
—Peter Drucker
“
37. #GoalSummit
Continuity and Change
The more an institution is
organized to be a change
leader, the more it will need
to establish continuity
internally and externally, the
more it will need to balance
rapid change and continuity.
—Peter Drucker
“
38. #GoalSummit
A Strong Sense of Purpose
Above all, there is a need
for continuity in respect to
the fundamentals of the
enterprise: its mission, its
values, its definition of
performance and results.
—Peter Drucker
“
39. #GoalSummit
Honoring the Sacrosanct
When you’re launching a big
reorganization or introducing the
next big thing, spend as much
time talking to your folks about
what hasn’t changed.