A Class with Drucker - Headway | Work on yourself

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AFTERWORD ■ 247 articulate truths that most of us did not readily see were all extraordinary and unprecedented. Fortunately, the lessons he taught, both in and out of the classroom, are still available to us. In many ways Peter was unique in this respect, too. A Peter <strong>Drucker</strong> comes along perhaps only once in a century. Usually the lessons of such an individual are restricted because the genius is so successful that he is largely isolated from the rest of us. As a young boy, Peter was introduced to a family friend, Sigmund Freud. Freud’s genius in psychology is acknowledged everywhere. Yet, not many of us know exactly what he taught. We depend on others to interpret his teachings or explain what he actually meant. Few are capable of doing this directly. And even these experts fight and argue about what Freud said or did not say, and whether his theories are true or false, or maybe were true once, but are no longer true today. Not so <strong>with</strong> <strong>Drucker</strong>. Peter left behind his lessons and insights through many media. These included writings, speeches, recordings, and videos. To me, it is his actual classroom lessons and personal teachings that offer such a wealth of insight into his ideas on a wide range of topics, which were not always restricted to management. Even more than that, he was accessible to his students on a one-on-one basis, and to those he thought would value and not waste what they would learn from him. I was extremely fortunate enough to be one. Because his productive life was more than three quarters of a century, <strong>Drucker</strong>’s lessons were many. Plus, he frequently taught in “shorthand.” That is, he gave us only guideposts which needed to be developed fully by those who received them. Peter communicated his ideas to be understood. It was sometimes frustrating that he told us what to do, and not exactly how to do it. But, as attested to by his clients, readers, and students, this method too was part of his genius. His general guidelines and concepts, even put forth as questions and hints, invariably led the recipients to whom these were given in order to apply and benefit from unimagined rewards in application, which would not have resulted had he simply told us how to implement his ideas. Just this morning, Dean Ira Jackson, Dean of the Peter F. <strong>Drucker</strong> and Masatoshi Ito Graduate School of Management, announced that the School’s entire core faculty will soon be jointly teaching a new required course for all entering MBA students, entitled “The <strong>Drucker</strong> Difference.” The course will share the best of Peter <strong>Drucker</strong> on topics ranging from
248 ■ A CLASS WITH DRUCKER innovation to marketing, from purpose to the role of the civic sector. “The <strong>Drucker</strong> Difference” will summarize Peter’s original insights and update his teachings and writings to reflect Claremont Graduate University’s own research and the contributions of others who have built upon the firm foundations that Peter left behind. This is a terrific idea. I was privileged and blessed to be Peter <strong>Drucker</strong>’s student. The impact that he had on me and on my life was profound. I was far from alone in this regard. In this book, I have tried to share some of these classroom lessons and what they meant. As for myself, I can only say: Thank you, Peter, thank you for everything. Bill Cohen Pasadena, California June, 2007
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A C L A S S W I T H D R U C K E R
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A Class wi
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C O N T E N T S Acknowledgments and
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A C K N O W L E D G M E N T S A N D
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F O R E W O R D Bill Cohen was the
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core competencies, and we also chal
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I N T R O D U C T I O N Peter <stro
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C H A P T E R O N E How I Became th
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HOW I BECAME THE STUDENT ■ 3 retu
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HOW I BECAME THE STUDENT ■ 5 doct
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HOW I BECAME THE STUDENT ■ 7 “I
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HOW I BECAME THE STUDENT ■ 9 Duri
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C H A P T E R T W O Drucker
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DRUCKER IN THE CLASSROOM ■ 13 Mos
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DRUCKER IN THE CLASSROOM ■ 15 <st
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DRUCKER IN THE CLASSROOM ■ 17 ant
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C H A P T E R T H R E E What Everyb
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WHAT EVERYBODY KNOWS IS FREQUENTLY
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SELF-CONFIDENCE MUST BE BUILT STEP-
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IF YOU KEEP DOING WHAT WORKED IN TH
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C H A P T E R S I X Approach Proble
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APPROACH PROBLEMS WITH YOUR IGNORAN
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C H A P T E R S E V E N Develop Exp
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DEVELOP EXPERTISE OUTSIDE YOUR FIEL
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OUTSTANDING PERFORMANCE IS INCONSIS
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THE OBJECTIVE OF MARKETING ■ 97 A
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THE OBJECTIVE OF MARKETING ■ 99 T
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THE OBJECTIVE OF MARKETING ■ 101
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The assembly line, especially the m
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ETHICS, HONOR, INTEGRITY, AND THE L
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C H A P T E R E L E V E N You Can
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YOU CAN’T PREDICT THE FUTURE ■
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experience, and know-how, financial
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C H A P T E R T W E L V E We’re A
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WE’RE ALL ACCOUNTABLE ■ 135 “
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WE’RE ALL ACCOUNTABLE ■ 137 wor
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WE’RE ALL ACCOUNTABLE ■ 139 The
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WE’RE ALL ACCOUNTABLE ■ 141 hap
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WE’RE ALL ACCOUNTABLE ■ 143 <st
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WE’RE ALL ACCOUNTABLE ■ 145 <st
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C H A P T E R T H I R T E E N You M
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YOU MUST KNOW YOUR PEOPLE TO LEAD T
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PEOPLE HAVE NO LIMITS, EVEN AFTER F
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C H A P T E R F I F T E E N A Model
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A MODEL ORGANIZATION ■ 175 In cla
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A MODEL ORGANIZATION ■ 177 marsha
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A MODEL ORGANIZATION ■ 179 Squadr
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A MODEL ORGANIZATION ■ 181 Promot
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A MODEL ORGANIZATION ■ 183 and th
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A MODEL ORGANIZATION ■ 185 Howeve
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A MODEL ORGANIZATION ■ 187 The St
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I t C H A P T E R S I X T E E N The
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THE MANAGEMENT CONTROL PANEL ■ 19
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