The Definitive Drucker by Edersheim, Elizabeth;

Short description:

?An invaluable contribution, reminding us that Drucker's work is as pertinent in the 21st century as it was in the 20th.?-John. W. Bachmann, Senior Partner, Edward Jones

?As close as you can get to the wisdom of Drucker and how his stunning intelligence can be applied to every modern organization.?-Warren Bennis, Distinguished Professor of Management, USC, author of On Becoming a Leader, and Peter's friend

?A lively and readable narrative that illuminates Peter's enduring clarity, optimism, and humanity -- and leaves us with the inescapable conclusion that the father of modern management is more relevant and needed today than ever before.?-Ira A. Jackson, Dean, The Drucker School of Management, Claremont Graduate University

?Refreshes and updates Drucker's wisdom through the lens of Edersheim's contemporary experience as a consultant. The combination is both exciting and provocative.?-Richard Jenrette, cofounder, Donaldson, Lufkin & Jenrette, Inc.

?Captures not only the essence of Drucker's 39 books and seven decades of discovery and insight, but also the essence of Peter Drucker the man -- the wise, funny, insightful, humble teacher who helped us see what he always described as ?visible, but not yet seen.?-A.G. Lafley, Chairman of the Board, President and Chief Executive, The Procter & Gamble Company

?A most impressive book full of practical advice. We are most grateful to Elizabeth Edersheim.?-Atsuo Ueda, author of ?Introduction to Peter F. Drucker? (in Japanese), representative of Drucker Workshop (Japan), and Emeritus Professor of Institute of Technologists

?A new and timely perspective on Peter Drucker's philosophy and its powerful relevance to all leaders of the future.?-Frances Hesselbein, Chairman, Leader to Leader Institute

?A must read for those who lead or aspire to lead organizations of any sort.?-William H Donaldson, 27th Chairman Securities and Exchange Commission, cofounder, Donaldson, Lufkin & Jenrette, Inc.

Long description:

?We need a new theory of management. The assumptions built into business today are not accurate.?-Peter Drucker

For sixteen months before his death, Elizabeth Haas Edersheim was given unprecedented access to Peter Drucker, widely regarded as the father of modern management. At Drucker's request, Edersheim, a respected management thinker in her own right, spoke with him about the development of modern business throughout his life-and how it continues to grow and change at an ever-increasing rate.

The Definitive Drucker captures his visionary management concepts, applies them to the key business risks and opportunities of the coming decades, and imparts Drucker's views on current business practices, economic changes, and trends-many of which he first predicted decades ago. It also sheds light onto issues such as why so many leaders fail, the fragility of our economic systems, and the new role of the CEO. Drucker's insights are divided into five main themes that the modern organization needs to, as Drucker would say, ?create tomorrow? by

• Connecting with customers
• Innovating without abandoning what works
• Developing lasting partnerships
• Creating and retaining knowledge workers
• Establishing disciplined decision making

Drucker's penetrating questions, posed to those seeking his advice, helped business, corporate, and political leaders throughout the 20th century to see their work in a new perspective, and create phenomenal innovation. Edersheim's extensive interviews with some of these luminaries, including Warren Bennis, Ram Charan, Bill Gates, George Gallup, Jr. and A.G. Lafley offer compelling commentary on Drucker's vast influence.

Delivering keen analysis and revealing insights into business, The Definitive Drucker is a celebration of this extraordinary man and his life's work, as well as a unique opportunity to learn from Drucker's final business lessons how to strategize, compete, and triumph in any market.

?We need a new theory of management. The assumptions built into business today are not accurate.?-Peter Drucker

For sixteen months before his death, Elizabeth Haas Edersheim was given unprecedented access to Peter Drucker, widely regarded as the father of modern management. At Drucker's request, Edersheim, a respected management thinker in her own right, spoke with him about the development of modern business throughout his life-and how it continues to grow and change at an ever-increasing rate.

The Definitive Drucker captures his visionary management concepts, applies them to the key business risks and opportunities of the coming decades, and imparts Drucker's views on current business practices, economic changes, and trends-many of which he first predicted decades ago. It also sheds light onto issues such as why so many leaders fail, the fragility of our economic systems, and the new role of the CEO. Drucker's insights are divided into five main themes that the modern organization needs to, as Drucker would say, ?create tomorrow? by

• Connecting with customers
• Innovating without abandoning what works
• Developing lasting partnerships
• Creating and retaining knowledge workers
• Establishing disciplined decision making

Drucker's penetrating questions, posed to those seeking his advice, helped business, corporate, and political leaders throughout the 20th century to see their work in a new perspective, and create phenomenal innovation. Edersheim's extensive interviews with some of these luminaries, including Warren Bennis, Ram Charan, Bill Gates, George Gallup, Jr. and A.G. Lafley offer compelling commentary on Drucker's vast influence.

Delivering keen analysis and revealing insights into business, The Definitive Drucker is a celebration of this extraordinary man and his life's work, as well as a unique opportunity to learn from Drucker's final business lessons how to strategize, compete, and triumph in any market.

Table of Contents:

Foreword

Introduction

Chapter 1: The New Challenges For Management In The 21st Century

Chapter 2: Customers

Chapter 3: Innovation and Abandonment

Chapter 4: Collaboration and Orchestration

Chapter 5: People and Knowledge

Chapter 6: Disciplined Decision-Making

Chapter 7: The Role of the CEO