goal summit 2016: insights from peter drucker
TRANSCRIPT
How to Be a Successful Manager in Today’s Competitive Business Environment: Insights From Peter Drucker
Rick Wartzman Senior Advisor
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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: 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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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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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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