The Definitive Drucker

Endorsements

Title and copyright info

Dedication

Contents

Foreword by A.G. Lafley Chairman, President, and CEO P&G

Introduction by Elizabeth Haas Edersheim

• A call from Peter Drucker

• An already full schedule

• Twenty-first century realities

• The shaping and creation of this book

• Peter Drucker' liberating impact

• Drucker Ideas

• Book & chapter overviews

• Drucker's declarations

• Drucker Philosopy

  • Efficiency vs. Effectiveness

  • On Money

  • On Management

  • On Knowledge

  • On the Individual

Doing Business in the Lego World

• The Silent Revolution

  • First, information flew

  • Second, the geographic reach of companies and customers exploded

  • Third, basic demographic assumption were upended

  • Fourth, customers stepped up and took control

  • Finally, defining walls fell

  • The impact of this silent revolution hit me one day in 2005

• Embracing The Future

• The Primacy Of Knowledge

• The Lego World

• A New Solution Space

• Implications For Managers

• Conclusion

The Customer: Joined at the Hip

• Medtronic

• Connecting With Your Customer: Four Drucker Questions

• Who Should Be Considered A Customer?

• Ideas In Action: Shadow Customers

• Customer Versus Competitor?

• Who Is Not Your Customer?

• Which Of Your Current Noncustomers Should You Be Doing Business With?

• What Does Your Customer Consider Value?

• Does Your Customer's Perception Of Value Align With Your Own?

• How Do Connectivity And Relationships Influence Value?

• Which Customer Wants Remain Unsatisfied?

• What Are Your Results With Customers?

  • How Are You Measuring Your Outside Results?

  • How Are Outsiders Measuring And Sharing Results And Information …

  • Are You Fully Leveraging The Information Your Results Provide?

  • Are You Honest And Socially Responsible In Presenting Your Results?

    • An enterprise needs to examine the ethical dimension

    • Perils of the inside-out approach

    • Outside-in perspective

      • Individualized strategies

• Does Your Customer Strategy And Your Business Strategy Work Together?

• Procter & Gamble

  • Quotation

• The Grandfather Of Marketing

• Conclusion

Innovation and Abandonment

• Creating Your Tomorrow: Four Drucker Questions

• What Do You Have To Abandon To Create Room For Innovation?

  • If You Weren't In This Business Today, Would You Invest The Resources To Enter It?

  • What Unconscious Assumptions Limit Your Innovative Thinking?

  • Are Your Highest-Achieving People Assigned To Innovative Opportunities?

• Do You Systematically Seek Opportunities

  • Do You Look For Opportunities As If Your Survival Depended On It?

  • Are You Looking At The Seven Key Sources Of Opportunities?

    • The Unexpected

    • Industry Disparities across Time or Geography

    • Incongruities

    • Process Vulnerabilities

    • Demographic Changes

    • Perception and Priority Changes That Shift Buying Habits

    • New Knowledge

  • Collectively

• Do You Use A Disciplined Process For Converting Ideas Into Practical Solutions?

  • Do You Brainstorm Effectively?

  • Do You Match Up Ideas With The Opportunity?

  • Do You Test And Refine Ideas Based On The Market Response?

  • Do You Deliver The Results?

• Does Your Innovation Strategy Work With Your Business Strategy?

  • What Is Your Company's Target Role In Defining New Markets?

  • Do Your Opportunities Fit With Your Business Strategy?

    • Corning Example

  • Are You Allocating Resources Where You Want To Be Making Bets?

• How Innovation Enables GE's Longevity And Valuation

• Making Innovation Everyone's Business

• In Contrast To GE: Siemens AG

  • Different Cultures

  • Differing Results

• Conclusion

Collaboration and Orchestration

• Peter's vision of collaboration

• The Power Of Collaboration

• Collaboration And Orchestration: Three Drucker Questions

  • Three Groups of Drucker Questions

    • Goals

      • What Are The Goals Of Your Collaboration?

    • Structure

      • How Should The Collaboration Be Structured?

    • Operate and Orchestrate

      • How Can You Orchestrate Your Collaboration to ...

  • Some unmet needs are simply not possible without collaboration

    • Service and Gadget Connections

    • Seamless Wireless Coverage

  • Barriers of the Prevailing Academic Model

  • Barriers between the Private-Sector and the Academic World

  • Dell Example

  • Example from Developing Countries

  • Identify your "Front Room" and Outsource the Rest

  • Myelin Repair Foundation Approach

  • Linux Example

  • Toshiba Example

  • More Drucker Thoughts

• Create A Living Business Plan

• Structure Communications For Agile Decision Making

• Track Progress As Measured By Expected Results

• Evolving Business Models

• Adaptation and Orchestration at LM Ericsson

• Learning the Nuances of Working with Japanese Partners

• Conclusion

People and Knowledge

• Drucker's People First Thinking

• Feedback from Drucker Clients

• Alcoa and People (example)

• Drucker's Basic People Views

• Drucker listed five rules for making hiring decisions:

  • Look at a number of potentially qualified people

  • Think hard about what each candidate brings to the position and the organization

  • Have a variety of people get to know the candidate as a person

  • Discuss each of the candidates with several people who have worked with them

  • After the hire, follow up to make sure the appointee understands the job

• Investing In People And Knowledge: Five Drucker Questions

  • Who Are The Right People For Your Organization?

    • What Is The Task?

      • Whole Foods example

    • What Knowledge And Working Style Will Help An Individual Win?

      • Breadth of Experience—Lou Gerstner example

      • The Conference Board example

    • Are You Accessing The Full Diversity Of The Population?

  • Are You Providing Your People With The Means To Make Their Maximum Contribution To The Organization'

    • Is There A Clear Mission And Direction That Builds Commitment?

      • Clairol example

      • A mission statement should fit on your T-shirt

      • Palo Alto Research Center example

    • Are People Given Autonomy And Support?

    • Are You Playing To People's Strengths Rather Than Managing Around Their Problems?

  • Do Your Structure And Processes Institutionalize Respect For And Investment In Human Capital?

    • Do You Systematically Match Strengths With Opportunities?

    • Do Your Structure And Processes Maximize The Knowledge Worker's Contribution And Productivity?

      • Whole Foods example

      • Examples from U.S. health-care system

    • Do You Systematically Develop Employees?

  • Is Knowledge And Access To Knowledge Built Into Your Way Of Doing Business?

    • Is Knowledge Built Into Your Customer Connection?

    • Is Knowledge Built Into Your Innovation Process?

    • Is Knowledge Built Into Your Collaborations?

    • Is Knowledge Built Into Your People And Knowledge Management?

      • Bain & Company example

      • Leap-frogging the consultants

      • A knowledge world view

      • What Is Your Strategy For Investing In People And Knowledge?

        • Knowledge and a specific company

        • Four types of knowledge strategy

          • The knowledge provider

          • The service provider

          • The commodity player

          • The relationship-dependent connector

          • Summary (rename)

• Electrolux example: Using Talent Management To Accelerate Strategic Change

  • Background

  • A Changing World (for Electrolux)

• Knowledge, Information, People and Organizations

  • Polaroid example

  • Every enterprise must build knowledge into its value proposition

• How People Make The Difference At Edward Jones

• Google's 10 Golden Rules For Knowledge Workers

  • 1. Hire by committee

  • 2. Cater to their every need

  • 3. Pack them in

  • 4. Make coordination easy

  • 5. Eat your own dog food

  • 6. Encourage creativity

  • 7. Strive to reach consensus

  • 8. Don't be evil

  • 9. Data drives decisions

  • 10. Communicate effectively

• Conclusion

Decision Making: The Chassis That Holds the Whole Together

• Examining/Exploring the Strategic and Unfolding Landscape

• Decision Making: The Right Risks

• Decision Making: Four Drucker Questions

  • Have you built in time to focus on critical decisions—have you lightened your load?

    • Is Action Required?

    • Who Should Make The Decision?

  • Does your culture support making the right decision with ready contingency plans?

    • What's The Real Issue?

    • What Specifications Must The Solution Meet?

    • Have You Fully Considered All The Alternative Solutions?

    • Guidelines for Choosing Alternatives

  • Is The Organization Willing To Commit To The Decision Once It Is Made?

  • As Decisions Are Made, Are Resources Allocated To "Degenerate Into Work"

    • Have You Gained Commitment And Capacity Of The Implementers?

    • Do You Have Mechanisms That Provide Tracking And Feedback?

    • Clairol example

• The Decision Process

• Toyota Example

  • How Toyota Gets Its Edge

  • The Origins Of The Toyota Way

  • How Toyota Makes Decisions

    • Do the Homework First

    • Look at All Solutions, Build Consensus among Stakeholders, and Set Sights High

    • Implement Rapidly

• Decision Making By Alfred Sloan

• Conclusion

The Twenty-First-Century CEO

• Field Of Vision

  • On my first meeting with Frances Hesselbein

• The CEO Brand

  • When Frank Weise became the CEO of Cott Beverage

• Influence On People—Collectively And Individually

  • AGI example

• Summary

• Each Of Us As CEO

  • Maintaining a broad field of vision

  • Knowing yourself and what gives you passion

    • David Rockefeller example

    • What should I contribute?

  • Influencing—a two way street

  • Managing our own lives

  • Final Drucker thoughts

Endnotes

Books By Peter F. Drucker

Acknowledgments