Lessons From Peter Drucker Posts


In this month's Lessons from Peter Drucker, Dr William Cohen summarizes several basic strategies to invigorate your professional prospects.
The brain is for thinking, use it!
Published: 2017-10-16
One of the keys to effective management consulting is to think logically to get solutions yourself, writes Dr. William Cohen in this month’s "Lessons from Peter Drucker". He focuses on questioning clients rather than providing them answers.
Why Another Book on Consulting?*
Published: 2016-11-28
There are dozens of books written about consulting. Heck, I wrote one myself and it’s currently in its fourth edition after selling something like 100,000 copies over the last twenty years. Since I am the author of the new book Peter Drucker on Consulting I am probably best positioned, if fact, ethically obligated, to tell you why I believe you should read this book, whether you buy it or not.
Drucker is gone, and you can’t hire him any longer. However, if you can understand and apply Drucker’s methods of consulting you can significantly improve your own organization today.
'I don’t believe one can consider Drucker’s unique steps toward becoming and then performing as a management consultant without learning a great deal which anyone can use to help in building one’s own successful management careers or even in other aspects of life. Here are some lessons that are particularly worthwhile pondering.'
The value in understanding Drucker’s achievements in the building of his consulting practice is not just of general interest. Understanding this can enable almost anyone to adapt his ideas to their own consulting practices, to make use of a consultant’s services, or to adapt Drucker’s advice in running organizations and accomplishing tasks.
Politicians are obvious examples at proving that by following the right principles from Peter Drucker you can advance from a dismal failure to outstanding success. Can you repeat these lessons in your own organization?
Drucker claimed that any business had only two primary functions: marketing and innovation. But in the quest for innovation, companies can overlook the importance of small changes that reap big rewards. 
There was one sure way that Drucker knew that an organization or a company was going to fail. If any organization continued to do what in the past had made it successful, Drucker was certain that it would eventually go under. That sounds pretty strange, but if you think about it is completely logical and the “failures of success” are numerous throughout history.
Peter Drucker believed that no manager can operate effectively without taking risks. The fact is that taking risks demands self-confidence: how can you not fear job loss, especially in times when the loss of a job is a real possibility, regardless of tenure or prior highly successful performance?  
Peter Drucker is known as "the Father of Modern Management." He was certainly different than other management consultants. He differed greatly in his consulting approach from other giants in the field, and in fact from just about any other management consultant. In this column we look at why you cannot only become a better management consultant by adopting his principles, but a better manager as well.
Drucker wrote a book on the effective executive, and it was one of his best. One aspect of the book frequently overlooked is the fact that many executives fail after long periods of being highly successful at lower levels. Despite a lot of effort and thinking, this is still a big problem.
Use of technology and automation to gain assistance in making decisions is important, but this cannot replace the manager in making the final analysis and determining the actions which any organization must follow to lead to success. Bill Cohen takes us inside the classroom of Peter Drucker.
In this article, William Cohen, Ph.D. explores the 8 laws of leadership a "Perfumed Prince" will never follow.
Drucker developed the five famous questions which were crucial to the Drucker approach to business. What are they, and how can you use them?
Drucker believed that one of the two basic functions of any business is innovation. If innovation is a basic function, than this means that it alone can spell the difference between success and failure.
The Magic of Involvement
Published: 2014-09-02
For this column, Bill Cohen takes a temporary break from Peter Drucker to share a truly inspirational story about the importance of involvement.
An awful lot of people teach, maintain, and even today, buy into "lies." "untruths" or "myths" ...and Drucker exposed them and proved them wrong.
The self-confidence game
Published: 2014-08-05
I’ve written about self-confidence before. The truth is; I’ve never seen an effective leader who did not have it. And you can see it in all sorts of forms and environments. Self-confidence isn’t just desirable in a leadership position, I would say it’s vital. So how do you nurture your own?
Drucker looks at risk
Published: 2014-07-24
Risk in management is unavoidable, in fact, according to Drucker it may even be desirable and is the basic function of enterprise. With this in mind, how do you positively address inevitable risks while minimizing adverse affects on your business?
Drucker wrote that the purpose of strategy is to enable an organization to achieve its desired results in an unpredictable environment. Contrary to what "everybody knows," strategy is not about achieving results in a known and foreseeable environment, but in an environment that is unknown and unforeseeable.
They say that some people should not even attempt what they attempt. But they are so committed to a definite objective that more often than anyone can believe possible, they are successful.
Drucker is respected no less nor is he less well-known than mighty McKinsey and Company despite their 9,000 consultants in 97 locations in 55 countries and annual revenues of about 7 billion dollars a year. Given that Drucker died in 2005, why?
No one follows anyone else without being motivated to do so. Look at any situation where men or women follow a leader and you will discover definite reasons. Luck or unusual circumstances may play a part. But mostly it is because of actions that the leader takes. You can use one of the most powerful motivators on the planet and it will usually cost you little or nothing.
Drucker was a genius. I’m told that real geniuses in a specific discipline only come around about once every hundred years or so. We’ve frequently heard about geniuses in nuclear physics, chemical engineering and occasionally a soft science, such as economics or psychology, or maybe an art. Management geniuses are harder to come by.