How to Be a Successful Manager in Today’s Competitive Business Environment: Insights From Peter Drucker

Rick Wartzman Senior Advisor

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“How do you get people to look at the Internet?”

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Timeless & Timely

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Peter F. Drucker 1909-2005

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“The world’s foremost pioneer of management theory”

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1954: Laying the Foundations of a Discipline

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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.

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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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Drucker as Pioneer: Employees as Assets

No organization can do better than the people it has. —Peter Drucker

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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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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

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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

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Drucker as Pioneer: Leadership

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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

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Drucker as Pioneer: Social Responsibility

Every single social and global issue of our day is a business opportunity in disguise. —Peter Drucker

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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

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The fundamentals have to be managed, and managed well. “

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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

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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

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Fewer Answers, More Questions

He makes you think. —Jack Welch on Peter Drucker

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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.

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The Virtue of “Ignorance”

My greatest strength as a consultant is to be ignorant and ask a few questions. —Peter Drucker

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Questioning Assumptions

What have we assumed is true about our customers that, perhaps, no longer is valid?

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Planned Abandonment

Planned, purposeful abandonment of the old and of the unrewarding is a prerequisite to successful pursuit of the new and highly promising. —Peter Drucker

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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

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Yesterday’s Breadwinner

One should… abandon yesterday's breadwinner before one really wants to, let alone before one has to. —Peter Drucker

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The Also-Rans

As soon as these ‘milk cows’ go into rapid decline, they should be slaughtered. —Peter Drucker

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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

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Balancing the Long Term and Short Term

The long term is not simply the adding up of short terms. —Peter Drucker

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A Scorecard for Management

Meeting quarterly financial targets, while obviously vital, is an awfully narrow way to think about performance.

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Investment of Capital

Amazingly few managements pay much attention to what happens after the capital investment has been approved. —Peter Drucker

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People Decisions

People decisions can’t necessarily be quantified, but surely they can be judged—and fairly easily. —Peter Drucker

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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

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Business Planning

Did the things predicted in the plan happen? And were they the truly important things? —Peter Drucker

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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

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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

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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.

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Any organization…needs a commitment to values and their constant reaffirmation, as a human body needs vitamins and minerals.

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Thank you!

@DruckerInst

@RWartzman