Drucker Today Posts

"The large organization has to learn to innovate, or it will not survive. —Peter F. Drucker
In the first of a 4-part series on managing change in the enterprise, Dr. Robert Swaim looks at the reasons organizations change and breaks change down in 6 key areas of impact.
Peter Drucker on Sales and Marketing
Published: 2013-02-18
Peter Drucker defined "The purpose of a business is to create a customer." I also added in my book The Strategic Drucker (2010) and Drucker courses that I developed and taught in China that it is also to "retain a customer" since marketing research has suggested that it is five times more expensive to gain a customer than to retain existing customers. Drucker also went on to say that "the two most important functions of a business are Innovation and Marketing" as they are the only two functions that contribute to profit while all others are costs. This article is primarily devoted to Drucker's early views on Marketing.
The basic definition of the business must be translated into objectives, said Peter F. Drucker, otherwise they remain insights, and good intentions that never become achievement. Here's how to create effective objectives. This article is Part Two of your management team’s meeting with Peter Drucker.
Strategic thinking, according to Drucker, is knowing the right questions to ask. In this week's Drucker Files, Dr. Robert Swaim looks at the three critical questions you and your management team need to ask yourselves to make sure you're on the right track.
What's the best way of managing the "Change Equation"? In the final of this special four-part series on change management, Dr. Robert Swaim, looks at a "diagnostic tool" that can be used to systematically analyze and plan change efforts.
Eight Reasons Change Efforts Fail
Published: 2011-08-15
There are several common mistakes that companies often make when implementing change, says Dr. Robert Swaim in the third of this 4 part change management series. Learn more
Are people really afraid of change? Not in the way that many people think, says Dr. Robert Swaim in the second of a 4-part article series looking at managing change in an organization. Here's why.
The gap between the CEOs and front line workers has increased by over 1000% since 1965. In this week’s Drucker Files, Dr. Robert W. Swaim asks whether CEO’s are really worth what they’re paid.
Charisma, the Undoing of Leaders?
Published: 2011-05-05
"The definition of a leader is someone who has followers. Without followers, there can be no leaders," management theorist Peter Drucker once rather simplistically said. In the latest Drucker Files, Dr. Robert Swaim looks at Drucker's reflection on leadership.
Knowledge is now the main product of advanced economies and the livelihood of the largest group of the population in developed countries. But how do you measure and improve the productivity of knowledge workers, asks columnist Dr. Robert Swaim, when you cannot readily observe what they are doing?
De-motivation index - take the test!
Published: 2011-03-02
What kind of environment does your workplace foster? Take the De-Motivation Index test - based on Dr. Peter Drucker's theories on motivation - to find out.
Understand Drucker’s approach to motivation, and you can forget the countless other books on employee motivation. In this month's Drucker Files, Dr. Robert Swaim - student, colleague and friend of Peter Drucker for thirty years - summarizes Drucker's Seven Keys to inspiring performance in your people.
This article outlines Peter Drucker's seven sources of innovative opportunity
Too many organizations, management theorist Peter Drucker observed, devote resources to "preserving the past" when they should be allocated to "creating tomorrow." Dr. Robert Swaim - student, colleague, and friend of Drucker’s for almost thirty years – looks at Drucker’s Principles of Innovation and why companies must leave yesterday behind to better shape tomorrow.