Who is peter drucker

According to Drucker, simplicity and focus are the two underlying principles behind the most successful innovations, which can be discovered through analysing specific areas of opportunities: unexpected occurrences, incongruities, process needs, industry and market changes, demographic changes, changes in perception, and new knowledge.

And what he really foresaw was an age when brains would trump brawn, when people would start using their heads as much as their hands in terms of the centre of the economy. Drucker even predicted the rise of information culture in in his book The Age of Discontinuity , prophesying a situation in which the availability of electricity and information would bring forth a new age in society.

Drucker also foresaw the growing importance that NGOs would have in society, as governmental bodies retreated further from social responsibilities. Through his work within the social sector, Drucker found that NGOs had far more in common with private companies than was widely assumed at the time — he argued, in fact, that each could learn a lot from the other. He illuminated the connection that organisations have with society, and thus showed that the success of each depended on the other.

He also illustrated how organisations themselves operate as symbiotic micro-societies. For Drucker, business was not about profits — revenue was simply a measure of performance.

Instead, it was about the overall effectiveness of an organisation and, subsequently, the impact that it has on society. Perhaps his most valuable lesson is that when looking at the world through this wide lens, it can indeed become a better place. For one either meets or one works. One cannot do both.

People who do take risks make about two big mistakes a year. It should do only one thing, otherwise it confuses. His books have stood the test of time, and are still considered some of the best business books to read on management and leadership.

Here are three notable examples with links to fuller bibliographic information in the Library of Congress Online Catalog :. To be sure, few of these ideas are original with Drucker. Even fewer have escaped treatment in at least a dozen management texts. Yet there is always a value in reencountering sensible thought sensibly put.

But if the substance of his books is neither original nor unique, if what they offer at best is no more or less than the readily paraphrasable content of his thinking, why bother to read them?

Why, in short, read Peter Drucker and not a streamlined digest of his major ideas? One can learn more—and more deeply—from watching him think than from studying the content of his thought. He discusses economic life in terms of values, integrity, character, knowledge, vision, responsibility, self-control, social integration, teamwork, community competence, social responsibility, the quality of life, self-fulfilment, leadership This lesson still rings true today. In , the Drucker Archives became the Drucker Institute.

What have you stopped doing lately so as to free up resources for the new and innovative? What business are you in? For those who worked hard enough to puzzle out the answers, the experience could be truly profound. And if the answer is no, what are you going to do about it?

Above all, Drucker pushed his clients to stop simply making plans and to start taking action. He indulged a lot—lecturing on economics at Sarah Lawrence College beginning in , teaching philosophy and politics at Bennington College from to , serving as a management professor at New York University from to , and holding the Marie Rankin Clarke Professorship of Social Science and Management at Claremont Graduate University from to Drucker gave his last lecture at CGU in spring , not long before his death, at the age of This is a serious, degenerative, compulsive disorder and addiction.

Above all, he wrote about the need for all of our institutions to flourish in order to have a functioning society. Drucker wrote 39 books in all. They were mostly about management, economy, polity and society, but there were two novels among them.

As the story goes, the concept was so counterintuitive that many readers thought the magazine had made a huge typo; surely, it had gotten things backwards. Anyone who was familiar with Drucker, however, knew that he believed in the power of the best nonprofits not only to be effective and highly impactful for the recipients of their services, but also to provide a much-needed sense of fulfillment for their volunteers.

In , he created the Peter F. That was surely overstating things. But there is no doubt that they admired him. Drucker as Consultant. In many cases, they were deceptively simple: Who is your customer?