Post on 21-Oct-2014
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JUST8DAYS
Peter Drucker
the story of Peter Drucker is the story of management itself
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it's the story of the rise of the modern corporation and the managers who organize work
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without his analysis it's almost impossible to imagine the rise of dispersed, globe-spanning corporations
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drucker's 39 books have been translated into more than thirty languages
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he is the co-author of a book on Japanese painting, and made eight series of educational films on management
topics
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he also penned a regular column in the Wall Street Journal for 20 years and contributed frequently to the Harvard Business Review, The Atlantic Monthly, and The
Economist
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he continued to act as a consultant to businesses and non-profit organizations well into his nineties
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11.11.2005Drucker died in California
11.11.2005 + 8 days = 96 years
Let’s imagine
he has just 8 days to tell us smth...
what would he DO or SAY?
Let’s Drucker
monday
lidership
the leaders don't think ‘’I’’
lidership
the leaders don't think ‘’I’’
they think ‘‘we’’
lidership
the leaders don't think ‘’I’’
they think ‘’we’’
they think ‘’team’’
lidership
they understand their job to be to make the team function
lidership
they understand their job to be to make the team function
they accept responsibility and don't sidestep it, but ‘’we’’ gets the credit....
lidership
they understand their job to be to make the team function
they accept responsibility and don't sidestep it, but ‘’we’’ gets the credit....
this is what creates trust, what enables you to get the task done
management is doing things right; leadership is doing the right things
Peter Drucker
tuesdaymonday
knowledge worker
knowledge worker productivity demands that we ask the question: ‘’What is the task?’’
knowledge worker
knowledge worker productivity demands that we ask the question: ‘’What is the task?’’
knowledge workers have to manage themselves. They have to have autonomy
knowledge worker
knowledge worker productivity demands that we ask the question: ‘’What is the task?’’
knowledge workers have to manage themselves. They have to have autonomy
continuing innovation has to be part of the work, the task and the responsibility of knowledge workers
knowledge worker
knowledge work requires continuous learning on the part of the knowledge worker, but equally continuous teaching on the part of the knowledge worker
knowledge worker
productivity of the knowledge worker is not - at least not primarily - a matter of the quantity of output. Quality is at least as important
knowledge workerknowledge worker productivity requires that the knowledge worker is both seen and treated as an ‘’asset’’ rather than a ’’cost’’
making knowledge workers productive requires changes in attitude, not only on the part of the individual knowledge worker,
but on the part of the whole organizationPeter Drucker
tuesdaywednesday
monday
total life
practicing self-development
total life
practicing self-development
identifying and developing your unique strengths
total life
practicing self-development
identifying and developing your unique strengths
creating a parallel or second career
total life
practicing self-development
identifying and developing your unique strengths
creating a parallel or second career
exercising your generosity
total life
practicing self-development
identifying and developing your unique strengths
creating a parallel or second career
exercising your generosity
teaching and learning
the purpose of the work on making the future is not to decide what should be done tomorrow,
but what should be done today to have a tomorrowPeter Drucker
tuesdaywednesdaythursday
monday
make decision
decisions are made at every level of the organization, beginning with individual professional contributors and frontline supervisors
make decisionthese apparently low-level decisions are extremely important in a knowledge-based organization
make decision knowledge workers are supposed to know more about their areas of specialization
make decision making good decisions is a crucial skill at every level
make decisionit needs to be taught explicitly to everyone in organizations that are based on knowledge
most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions
matter. this is a dangerous mistakePeter Drucker
tuesdaywednesdaythursdayfriday
monday
start where u r
focus on achievement—not money
start where u r
focus on achievement—not money
make time for thinking
start where u r
focus on achievement—not money
make time for thinking
practice “systematic abandonment”
start where u r
focus on achievement—not money
make time for thinking
practice “systematic abandonment”
volunteer your time and talent
start where u r
focus on achievement—not money
make time for thinking
practice “systematic abandonment”
volunteer your time and talent
become a mentor
start where u r
focus on achievement—not money
make time for thinking
practice “systematic abandonment”
volunteer your time and talent
become a mentor
learn the art of leisure
start where u r
focus on achievement—not money
make time for thinking
practice “systematic abandonment”
volunteer your time and talent
become a mentor
learn the art of leisure
be the CEO of your own life
take a deep breath and don’t expect everything to happen at oncestart where you are and move towards your total life one step at a
timePeter Drucker
weekend
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weekend is time to
REST and RELAX
Monday (day 8)
what would he SAY?
what the f*ck!
what the f*ck!
yeah babe!
what the f*ck!
yeah babe!
+1
what the f*ck!
yeah babe!
+1
where is a party?
joking :)
Monday (day 8)
this day, he would listen what others say
about him
the world knows he was the greatest management thinker of the last century
Jack Welch, GE
he was the creator and inventor of modern managementTom Peters
consequently, simple statements from him have influenced untold numbers of daily actions; they did mine over decades
Andrew S. Grove
1909 - 2005
Drucker never fit into the buttoned-down stereotype of a management consultant
he always favored bright colors: a bottle-green shirt, a knit tie, a royal blue jacket with a blue-on-blue shirt, or simply a woolen flannel shirt and tan trousers
Drucker always worked from a home office filled with books and classical records on shelves that groaned under their weight
he never had a secretary and usually handled the fax machine and answered the telephone himself
he was something of a phone addict, he admitted
Peter Drucker
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