Consulting Drucker
Page 29
Finally, Drucker knew that the most dangerous thing for any consultant was to become too impressed with his own wisdom. We try to be very mindful of this and never pretend to know more about an executive’s business than the executive does.
Drucker didn’t like his clients getting carried away, either. “Stop talking about ‘Druckerizing’ your organization,” he told officials at Edward Jones, the investment firm. “The job ahead of you is to ‘Jonesize’ your organization – and only if you accept this would I be of any help to you. Otherwise, I would rapidly become a menace – which I refuse to be.”
We hew to this very same principle today. We put our clients through all sorts of exercises in which we provide Drucker-based frameworks. But we never try to “Druckerize” them. That’s because we know that they’ll only get results when they take our ideas – Drucker’s ideas – and make them fit their our own organizational culture.
For as Drucker said, “I can only ask questions. The answers have to be yours.”
About Rick Wartzman
Rick Wartzman is the Executive Director of the Drucker Institute at Claremont Graduate University and the author and editor of five books, including What Would Drucker Do Now? and The Drucker Lectures. Previously Wartzman was a writer and editor at the Wall Street Journal and the Los Angeles Times. Though he continues to write periodic columns on Drucker for such magazines as Time and BusinessWeek, he himself became a business manager as well as a curator, a leader of professional researchers, a professional speaker, an educator. He is one of the few management consultants able to apply Drucker’s principles – occasionally uniquely uncovered – directly from the original sources found in the extensive archives willed to the Institute by Peter Drucker and his family.
Index
A
Abandonment
of the best-known automobile, 224
criterion for, 227
with finesse and logic, 224–225
of profitable products, 223–224
Abel, Rudolph, 115
Academic conference insights, 189–190
Academic research as an analytical process, 188–189
The Air Force Times, 116
AiResearch, 86
Albrecht, Bernice, 38
Albrecht, Paul, 11, 38–39
All Nippon Airways, 113
Alternative courses of action, 163
AMACOM, 38, 39, 54, 87
American Dietetic Association, 297
American Heart Association, 57
American Management Association, 1
American Marketing Association, 35
American Medical International, 297
American Red Cross, 25, 297, 313
American Symphony Orchestra League, 313
Ant farm innovation, 234–235
Apple, 219, 227
Arnold, Henry H. “Hap”, 221–222
The Art of the Leader (Cohen), 6–7
The Art of the Strategist (Cohen), 7
Ash, Mary Kay, 205–206
Assumptions
analysis of, 147–148
danger of, 173
origin of, 148–149
The Atlantic Monthly, 56
Austrian Army, 68
B
B. F. Goodrich Company, 6
Bah, Bah, Black Sheep (Boyington), 178
Bain, Bill, 122, 123
Bain & Company, 122
Bannister, Roger, 150, 151
Bartmann, Bill, 1, 242–243
Be Know Do (Hesselbein), 61
Beatty, Jack, 56, 57
Bechor, Tamir, 303
Bell Labs, 123
Bennington, 52
Bennington College, 84
Bennis, Warren, 59, 72
Bergmann, Jonathan, 257
The bigger they are, the harder they fall, 220–222
Black Sheep Squadron, 178
Boeing Aircraft Company, 147
Boller, Paul F., Jr., 140
Boston Consulting Group (BCG), 58, 89, 122, 123, 225, 239
Boston University, 244
Bouncing Back (Bartmann), 1, 242
Bower, Marvin, 43, 51, 70, 71, 72, 74, 283
Boy Scout, 206
Boyington, Gregg “Pappy”, 178, 179
Brain
left-brain problem solving, 157–158
questions, 126–127
right-brain solution, 165–167
subconscious, 166, 167–168
for thinking, 57–58
Breakthrough ideas, 58–59
Bribery, 113–114
Bridge of Spies movie, 114
Bright China Group, 302
Bright China Holdings, 302
Brown, Donaldson, 53, 73
Brown Group Publishing Group, 242
Burke, James, 143, 144
Bush, H. W., 129, 209
Bush, Jeb, 244
Bush, President, 289
Business
ethics, 118
location of, 82
marketing of, 96
purpose of, 196
risky business of consulting, 82–83
BusinessWeek, 317
C
California Institute of Advanced Management (CIAM)
advisors, 129, 242
board of directors, 24, 290
Consulting Institute, 46
customer focused, 305
dean McLaughlin, 297
founding of, 11, 41, 45, 302, 318
IATEP™, 90, 253, 255
innovation, 306
management skills, 90, 307
MBA programme, 244, 291, 293, 294
mission, 130
part-time consulting by students, 84
praise of Drucker, 2
president Cohen, 303
trustee Hesselbein, 289
trustee Pollard, 310
California State Polytechnic University, 297
California State University, 206
Camel Cigarettes, 195
Catholic Encyclopedia, 140
CFS, 1
CFS2, Inc., 1
Chennault, 178
Chevrolet, 195
Christensen, Clayton, 30
Chrysler Corporation, 6
Churchill, Winston, 69–70, 270–271
Citibank Corporation, 297
Claremont Graduate School, 2, 73
Claremont Graduate University, 3, 32, 295, 297, 314, 317, 318
Claremont McKenna College, 4
A Class with Drucker (Cohen), 38, 39
Client of Drucker, 55–56
Coca-Cola Company, 27, 131, 132, 292, 315
Coca-Cola FEMSA, 27
Cohen, Nurit, 11, 38
Cohen, William A.
The Art of the Leader, 4–5
The Art of the Strategist, 5
background, 318
A Class with Drucker, 3, 38, 39
Consulting Drucker, 1, 2, 24–27, 31
continuing Drucker's work, 1, 2, 3, 4, 24
Drucker on Leadership, 4, 39
Drucker on Marketing, 5, 30, 39
How to Make It Big as a Consultant, 39–40, 54, 87
The Practical Drucker, 39
president of CIAM, 303
The Stuff of Heroes, 6
10 Things Considered, 282–284
Collins, Jim, 64, 72
The Color Purple, 206
Columbia House, 222
Comfort zone, 208–209
Common knowledge, 147
Compensation, 81–82
Competitors and failure of success, 219
Concept of the Corporation (Drucker), 52–53, 54, 74, 84
Confucian ethics, 117–118
Confucius, 253, 254
Congress, 214–215
Consultant
diagnosing problems correctly, 89
finding solutions, 89
location of business, 82
part-time, 84–85
qualities of, 87
reason for becoming, 78–79
technic
al expertise and knowledge, 79
treatment of clients, 87–88
Consulting Drucker (Cohen), 1, 2, 24–27, 31
Continental Congress, 214
Control over your life, 81
Cooke, Ed, 188
Corona Regional Medical Center, 2
Cossman, Joe, 100, 101, 234–237
Cossman Ant Farm, 234–235
Couric, Katie, 240
Create Your Future the Peter Drucker Way
(Rosenstein), 313
Creswell, John David, 127, 128
Culture and failures of success, 219
Culture before strategy, 306
Customer focused, 305
D
The Daily Drucker (Drucker), 4
Dartmouth College, 260
Dartmouth School of Engineering, 260
Davy, Humphrey, 240
de la Rue, Warren, 241
Declaration of Independence, 112
The Definitive Drucker (Edersheim), 73
Dell, Michael, 242
Demographic change and innovation potential, 243
Discerning things that others missed, 198
Donaldson, Lufkin & Jenrette, 315
Dornberger, Walter, 123
Dow Chemical Company, 4
Doyle, Arthur Conan, 43, 140, 187, 188, 189, 192
Dreaming, 228–229
Dred Scott Decision, 112, 197
Drucker, Doris, 30, 33, 52, 67, 80, 81, 108
Drucker, Peter F.
The Art of the Leader, 6–7
The Art of the Strategist, 7
asking questions, 122–134, 290–294
background, 67–74
class, 3
Concept of the Corporation, 52–53, 54, 74, 84
consultant mastery, 266–279, 288–289, 314–317
consulting difference, 50–61, 308–310
consulting experience, 295–307
consulting practice, 78–91, 94–105
The Daily Drucker, 4
The Effective Executive, 167
The End of Economic Man, 64–65, 198
ethical and integrity bedrock, 108–118
father of modern management, 30–35
The Five Most Important Questions You Will
Ever Ask about Your Organization, 296
The Future of Industrial Man, 53, 73, 84
group consulting, 252–262
ignorance for consulting in any industry, 154–168
innovation, abandonment, failure without change, 218–230, 234–249
leadership, 4
Management, 4
Managing by Results, 224
Managing the Nonprofit Organization, 33
marketing, 5
multidimensional life, 311–313
The Practice of Management, 158, 190
risk management, 172–182
self-confidence, 202–215
10 Things Considered, 282–284
thinking like Drucker, 186–199
trust issues, 138–151
world’s greatest independent consultant, 38–47
Drucker: A Life in Pictures (Wartzman), 313
Drucker Forum, 294
Drucker Institute, 5, 314, 317
Drucker Institute Board, 310
Drucker on Leadership (Cohen), 4, 39
Drucker on Marketing (Cohen), 5, 30, 39
Drucker School at Claremont, 56
The Drucker Foundation, 34
The Drucker Lectures (Wartzman), 317
DuPont, 100
E
École Polytechnique, 260
Economics and failures of success, 218–219
Edersheim, Elizabeth Haas, 73
Edison, Thomas, 127, 166, 240, 241
Edna Pasher PhD & Associates Management Consultants, 307
Education solution and predictions, 244–245
The Effective Executive (Drucker), 167
Efficiency, measuring, 177
Einhorn, Alfred, 102
Einstein, Albert, 74, 166, 186–187, 189, 191, 192, 205
Eisenhower, President, 115
El Guerrouj, Hicham, 150
Emerson, Ralph Emerson, 95
The End of Economic Man (Drucker), 64–65, 198
ET, 206
Ethics and integrity, 106–118
business ethics, 118
complexity of, 110
Confucian ethics, 117–118
defined, 110–112
Drucker's analysis of ethical approaches, 115
"The Ethics of Interdependence," 118
ethics vs. those commonly stated, 109
extortion or bribery, 113–114
integrity, defined, 110
legal vs. ethical, 112–113
lies and licence to shade statements for emphasis, 108–109
of profit, 116–117
of prudence, 116
Evans, Mathew, 241
Executive education, 66–67
Extortion, 113–114
F
Failures of success, 218–220
Fairwyn Investment Company, 310
Falstaff, 131
FEMSA, 45
Fictional detective, 187–188.
See also Holmes, Sherlock
Filmed Entertainment, Inc., 222
Financial Samaritan, 1
Financial Times, 35, 310
The Five Most Important Questions You Will Ever
Ask about Your Organization (Drucker), 296
Fleming, Alexander, 248
Flipped classroom, 255, 256–258
Foer, Joshua, 188
Food and Drug Administration (FDA), 143
Forbes, 242, 261
Forbes.com, 5
Ford, 224
Ford, Henry, 224
Foreign Corrupt Practices Act in 1977, 113
Fortune magazine, 40, 310
Frances Hesselbein Leadership Institute, 289, 313
Frankenstein movie, 39
Frankfurter General-Anzeiger, 173
Freud, Sigmund, 65–66
The Future of Industrial Man (Drucker), 53, 73, 84
G
Garfield, Charles, 212–213
Garrett AiResearch, 85
Garvin, Charles, 89
Gates, Bill, 35
General Electric (GE), 25, 40, 223–224, 228, 238, 239, 255, 312
General Motors (GM)
Drucker's experience at, 53, 54, 73–74, 84, 86, 104, 283, 312
innovation, 224
management strategy, 58, 125
George, John, 140
George III, 215
German Nuremberg Laws, 112
Girl Scouts of the USA, 25, 129, 288, 289, 313
Gladwell, Maxwell, 198
Goals, importance of, 83
Godfather, 242
Gordon, Barry, 6
Grace Homes Centers West, 7
Grand Bazaar, 101, 104
Grand Canyon, 212
Grant, Ulysses, 78
Great Depression, 68, 173, 195, 219
Great Recession, 220
The Great Atlanta and Pacific Tea Company, Inc., 7
Group consulting, 252–262
H
Hafner, Dudley, 57
Hammerstein, Oscar, 139
Handy, Charles, 72
Hanks, Tom, 115
Harper & Brothers, 190
Harvard Business Review, 97, 105
Harvard Business School, 71, 253, 299
Harvard Law School, 71
Harvard University, 158, 244
Haughton, Daniel, 113
Hawthorne Effect, 177
Hawthorne Works, 176
Henderson, Bruce, 122, 123
Herman Miller Board, 308
Hernandez, Francisco Suarez, 27
Hershey Company, 98
Hershey Syndrome, 105
Hesselbein, Frances, 3, 30, 34, 61, 129, 288–289
Hierarchy of Needs (Maslow), 190
Hindenburg, 68
Hippie Gener
ation, 247
Hitler, 67, 68, 69, 70, 112, 187, 271
Hodgson, Peter, 238–239
Holmes, Sherlock, 43, 140, 187–188, 192
Honda, Soichiro, 154–156, 161
Honeywell, 85
Honour, defined, 110
How to Make It Big as a Consultant (Cohen), 39–40, 54, 87
Howe, Elias, 168
Hughes Aircraft, 195
The Human Side of Enterprise (McGregor), 190
Hunt, James Baxter, Jr., 244
I
IATEP™. See Immediate Application for Enhanced Performance (IATEP™)
IBM, 25, 146, 219, 268–269
Ignorance to consult in any industry, 154–168
alternative courses of action, 163
analysis, 163–164
building ships at high speed, 158–159
conclusions and recommendations, 164–165
Drucker's claim of ignorance, 156–157
ignorance in problem solving, 157
left-brain problem solving, 157–158
problem definition, 160–162
relevant factors, 162
right-brain solution, 165–167
subconscious to solve problems, 166, 167–168
value of ignorance, 154–156
Immaculate Conception, 140
Immediate Application for Enhanced Performance (IATEP™), 252–262
concepts, 254
defined, 255–256
flipped classroom, 255, 256–258
more than maximizing time, 261
Roman touch, 254–255
Thayer Method, 257–262
In Search of Excellence (Peters), 97
Incongruities, 239–240
Indiana Jones, 206
Industrial Age, 304
Industry innovation, 241–243
Innovation, 234–249
ant farm, 234–235
bright ideas with incomplete or poor analysis lose money, 237
demographic change and potential for, 243
education solution and predictions, 244–245
flashes of, 235–236
incongruities, 239–240
industry and market-structure, 241–243
management, 305
meaning something different, 223
“My Son, the Musician”, 236–237
new knowledge is new power, 248–249
opportunities due to perception changes, 245–247
perception is everything, 247
process need, 240–241
unexpected, but analysed, 238–239
Inside Higher Ed, 244
Institute of Leader Arts, 318
Integrity. See Ethics and integrity Intel, 25, 31
Inter, 7
Israeli Air Force, 86
The Israeli Smart Cities Institute, 306, 307
J
Jackson, Ira, 3
Japanese ethics, 111
Japanese Management, 58
Jaws, 206